Mitsubishi Logistics
Environmental and Social Report2014Editorial Policy
The Mitsubishi Logistics Group (“the Group”) has issued
this Environmental and Social Report each year since
fiscal 2007 to fulfill its accountability about the effects of
its business activities on society and the environment.
To disclose the goals, details and achievements of its
CSR activities from the perspectives of the Group’s CSR

Contents
Editorial Policy and Contents

1

TOP MESSAGE
Introduction of Businesses
Feature Disaster-Resistant and Eco-Friendly Facilities

2
4
6

Promotion of CSR

understand manner describes the promotion of CSR as

Manifestation of The Three Principles of Mitsubishi’s Business
Management Philosophy and the Code of Conduct, etc.
Promotion of CSR for every employee, emphasis on communication

11

well as each of the seven core subjects described in the

Confirmation of major CSR activities

12

management, this Report precisely and in an easy-to-“Guidance on Social Responsibility” (JIS Z 26000, ISO
26000). This Guidance is a global standard for CSR
established by the Japanese Industrial Standards (JIS)and the International Organization for Standardization

8

Organizational Governance
Promoting the realization of our corporate philosophy and strategies 14
Review of goals, standards, etc.; Entrenchment of the compliance of 15
standards, etc.; and Confirmation of the implementation of action plans(ISO).
Boundary of the Report and Reporting Period
Boundary of
the Report:
Reporting
Period:The Report covers Mitsubishi Logistics
Corporation (“the Company”) and its
group companies.
This Report covers our business activities forthe period from April 1, 2013 to March 31,
2014. To ensure comprehensive disclosure,
however, certain relevant information regarding events that occurred prior to and/or after
this period have been included.

Publication Date

Respect for Human Rights
Improvement of awareness of human rights

Appropriate Working Environment
Respect for labor-management relations; and Employment 17
and the importance of the employment relationship
Rewarding and friendly working conditions
18
Ensuring the security of workers

21

Human resources development and training

22

Environmental Conservation
Reduction of CO2 emissions as a measure for reducing climate change 25

December 2014

Reference Guidelines

Use of renewable resources

26

Contribution to the recovery of the eco-system

27

Fulfillment of Sincere and Fair Business Activities■

JIS Z 26000: 2012 (Guidance on Social Responsibility)
ISO 26000: 2010 (Guidance on Social Responsibility)

Prohibition of unfair advantage in competition andpromotion of fair and open competition■

Ministry of the Environment: Environmental Reporting
Guidelines (Fiscal Year 2007 Version)

Provision of Safe, Quality and Useful Services■

Global Reporting Initiative (GRI): Sustainability Reporting
Guidelines 2006

Contacts for Inquiries Regarding the Environmental and Social Report
CSR · Compliance Team, General Affairs Division,
Mitsubishi Logistics Corporation
Nihonbashi Dia Building, 19-1, Nihonbashi 1-chome, Chuo-ku,
Tokyo
103-8630, Japan
TEL: +81-3-3278-6657
FAX: +81-3-3278-6694

Web

16

28

Provision of socially and environmentally beneficial high-quality services 29
Promotion of disaster measures to maintain service functions 30

Coordination with Local Communities and International Society
Contribution to the community’s cultural activities
Contribution through donations, etc.

32
33

Statement Supporting the UN Global Compact
Practice of the UN Global Compact’s 10 principles

34
35

Company Profile

You may view some of the relevant data presented in this Report on Mitsubishi Logistics’ Web site in “Extended Version.”

http://www.mitsubishi-logistics.co.jp/english/csr/ pdf/extended_version.pdf
HOME>CITIZENSHIP>Environmental and Social Report>Extended Version

Mitsubishi Logistics

Environmental and Social Report 20141

Top Message

Mitsubishi Logistics Group focuses on global
and engages in sincere and fair businessrealization of an affluent and sustainable
Introduction

Akio Matsui
President

Mitsubishi Logistics continues to uphold its corporate
philosophy, which states, “Engage in sincere and fairbusiness activities to secure stable profits and promotesteady growth, appropriately compensating our
stakeholders while contributing to the realization of anaffluent and sustainable society.” To realize thiscorporate philosophy, the Group has stipulated theCode of Conduct.
Our Group companies work in cooperation to carryout our logistics business both in Japan and aroundthe world, organically and comprehensively managing
each business area through our information network,
starting with our core warehousing business, andincluding overland transportation, port and harbor
operations, and international transportation. Our realestate business focuses on leased buildings
constructed on company-owned property. Of especial
note, the involvement of our logistics operations inevery industry countrywide provides a key function in
the economic foundation of Japan as a highly publicsocial infrastructure not only in peacetime but also incase of natural disasters or other emergencies. We
continue to make the utmost effort to support the daily
lives of people everywhere and the business activitiesof our customers at every level of product procurement,
production and sales.

Second Year of the Management Plan (2013–2015)
The current fiscal year is the second year of theManagement Plan (2013–2015), which started in April
2013. Stringent circumstances such as the sluggish
European economy, the slowdown of Chinese
economic growth, the dwindling Japanese population,
the rise in the consumption tax rate, the rise in electric
power charges and lackluster exports are expected toremain. However, several bright signs are seen
overseas such as the recovery of the U.S. economy
primarily due to the successful shale gas revolution, as
well as the growing expectation of a shift away from2

Mitsubishi Logistics

Environmental and Social Report 2014

environment-friendly activities
activities, contributing to thesociety.
the protracted deflationary economy in Japan due tothe economic strategies called Abenomics. In thesecircumstances, this plan is designed to move forwardwith measures that have already been started, withoutchanging the fundamental concept of pursuing growthpotential in overseas businesses while basicallyensuring profitability in the domestic businesses.
The management plan has defined the ideal imageof the Group to be pursued by the conclusion of theplan as a corporate group as follows:

1. To be a reliable logistics service provider thatcan quickly cope with diversifying customer
needs and market changes in Japan andoverseas;
2. To be an enterprise with proven reliability
that provides safe and comfortable space
and trustworthy services to support people’s
jobs and lives;
3. To support customers’ value creation from acustomer-based standpoint to realize true
customer satisfaction; and4. To be an enterprise, which practices CSR
management that contributes to society, inwhich every employee has a strong sense of
mission and the ability to manage any crisis.

Initiatives for CSR management
With the establishment of our Code of Conduct in
1997, we have clearly demonstrated our stance andapproach toward further enhancing our level ofadherence to relevant laws and regulations, disclosing
appropriate corporate information, promoting andresolving global environmental issues, and providing
safe, quality and socially useful services. In addition,
the Company approved and declared in May 2014 its
support for the UN Global Compact, which is a set ofuniversally accepted CSR-related principles. The
Company considers complying with internationallyaccepted norms in the areas of human rights, labor,
the environment and anti-corruption as fulfilling its
social responsibility in its business activities and leading
to an affluent and sustainable
society. To firmly instill thisstance throughout the entire
Group, we have clarified that
we aim to be an enterprise thatpractices CSR management in
the management plan as
described previously and haveincorporated such initiatives in
specific measures.
Our logistics and real estate business activities are
deeply connected to societies. To earn recognition for
the value of our existence as a member of society andcontinue to grow in the future, the Group steadily
implements the goals set forth in the plan. In particular,
taking into account the increased demand for reducing
natural disaster risk stemming from the global increaseof natural disasters, we are promoting the constructionof Disaster-Resistant and Eco-Friendly Warehouses
equipped with reinforced disaster-prevention functions
and enhanced global environmental measures, as well
as Disaster-Resistant and Eco-Friendly Office Buildingsthat have similar functions. On the other hand, we
intend to implement further initiatives for global
environmental measures from the perspective of
biodiversity.

Conclusion
As the Mitsubishi Logistics Group continues to place a
top priority on sincerity and fairness, supporting
customers’ value creation with a focus on global
environment-friendly activities while fulfilling our
responsibilities to society, we ask for your continued
understanding and support.

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Environmental and Social Report 20143

Introduction of Businesses
Residences
Office buildings

The Mitsubishi Logistics Group provides high-quality services tosupport people’s affluent lives and corporate activities throughthe Logistics segment businesses centering on the warehousing
and distribution business and the Real Estate segment
businesses centering on the leasing of buildings.

Retail facilities

Real estate development
and leasing
Warehouses anddistribution centers

Air transportation

Domestic

Harbortransportation
Oceantransportation
Trunk room
service
Overlandtransportation
Trucking andrailway transportation
Logistics information system

Logistics services
Warehousing and Distribution BusinessWe are able to meet a broad range of customized logistics needs throughthe full integration of warehouses and distribution centers, which are locatedat major ports and key inland transportation areas nationwide; ourtransportation and delivery networks; and the logistics information systems
that organically link them. In this business, fixed temperature storage andrefrigerated warehouses for pharmaceuticals and fresh and processed foods
are sufficiently offered in addition to ordinary warehouses for room
temperature storage to ensure the provision of safe and efficient storage/
distribution processing/delivery services using our original information
technology and the latest facilities.
Meanwhile, we strive to reduce theenvironmental impact by promoting green
management. Furthermore, we are active inthe construction of advanced facilities that
aim to coordinate with local communities
under the concept of Disaster-Resistant and
Eco-Friendly Warehouse equipped with asolar power generation system andemergency power generators. One suchmodel warehouse is Misato Warehouse No.
2, which was completed in March 2013.

4

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Environmental and Social Report 2014

Overland Transportation Business
In Japan, we extend and reinforce the optimal distribution system for each customer
through a tactical combination of our national, trunk-line transit network, which is
supported by Ryoso Transportation within the Group and excellent local counterparts,
and independent collection and delivery services linking local areas. We have
expanded our transportation service for small-quantity, joint delivery needs especiallyfor foods and pharmaceuticals. In addition, we offer cargo feature-specific, diversified
transportation/delivery services including ocean freight container transportation forexported and imported cargo and the transportation of heavy goods such as plantfacilities. Moreover, we endeavor to realize eco-friendly, safe and securetransportation services by drawing on our information technology and promoting
green management. Furthermore, with the cooperation with DP Network Co., Ltd., asubsidiary that specializes in the delivery of pharmaceuticals established in November
2011, we strive to realize the further sophistication of transportation quality.

Real Estate BusinessWe are involved in the real estate business in all six major cities of Japan—Tokyo,
Yokohama, Nagoya, Osaka, Kobe and Fukuoka. In addition to the redevelopmentof properties based on the optimum application of each property’s features andthe leasing of approximately 50 real estate facilities (offices, retail facilities andresidences), totaling almost 900,000 m2 of total floor space, we are involved in theleasing of condominiums. We are also active in developing, Disaster-Resistantand Eco-Friendly Office Buildings, which will help our customers enhance theirbusiness continuity and reduce their environmental burden.

Air transportation
Import/Export

Customs clearance

Oceantransportation

Harbortransportation

Shipping-related
operations

Harbor Transportation BusinessWe provide secure high-quality logistics services including
container terminal operations for containerized shipments at
all major Japanese ports, namely Tokyo, Yokohama, Nagoya,
Osaka, Kobe and Hakata, to meet every kind of customer
need. We also offer a wide range of other marine shipping
related services such as exporting/importing of vessels, ship
registration, and agency operations for special ships such as
oil-drilling rigs.

Overseas

Shipping Agent

Overlandtransportation
Trucking andrailway transportation

International Transportation BusinessIn response to increasingly diversifying customers’ logistics
needs, we propose optimum transportation routes door-to door
worldwide tailored to every customer’s request by taking
advantage of our global network and a variety of transportationmeans such as vessels, aircraft, railway and trucks. Meanwhile,
our overseas operating bases provide comprehensive logistics
services such as cargo transportation, customs clearance,storage of goods and LLSP* operations, as well as logistics
related support services such as consulting on legal systems
and procedures in the respective areas for customers who plan
to launch into foreign markets.
Furthermore, we intend to not belimited to transport operations but tofurther promote worldwide ourlogistics know-how, which theCompany has accumulated over its
history of more than 120 years.
* LLSP: Lead Logistics Service Provider a leading
operator who collectively controls the timely supplyof parts or components to the relevant productionlines by organizing several logistics service providers.

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Environmental and Social Report 2014

5

FEATURE

Disaster-Resistant and EcoAddressing the various increasing risks, the Group endeavors tofulfill its corporate social responsibility and improve thecompetitiveness of its businesses by reinforcing risk
management centering on natural disaster countermeasures,
thoroughly carrying out necessary countermeasures and raising
the entire Group’s awareness of environmental considerations.

Sheets Used to Cover the Nihonbashi
Dia Building Received the SDA Awards
The shatterproof sheets for works thatwere used during the construction of the
Nihonbashi Dia Building received the SDA(Japan Sign Design Association) Awards.
The key consideration was that the
sheets were designed to complement thecityscape because they were printed witha full-scale photograph of the Edobashi
Soko Building, designated as one of thehistorical buildings selected by the Tokyo
Metropolitan Government.

The SDAAwardscertificate

Sheets for construction works on whicha full-scale photo is printed

Functions of the Nihonbashi Dia Building

Nihonbashi Dia Building (Under construction)

Certificate of
CASBEE Rank “S”

Disaster-Resistant and Eco-Friendly Office Building
The construction of the Nihonbashi Dia Building, acommercial building for rent with 18 aboveground floors, abasement and a total floor area of 30,000 m2, is under way
by the Company under the concept of “Disaster-Resistantand Eco-Friendly Office Building.” The lower floors will be
used as the Company’s head office and trunk rooms. (Tobe completed in September 2014).
Disaster-Resistant and Eco-Friendly Office Building
take advantage of our high safety know-how, which
previously had been limited to facilities such as data
centers, where even the momentary shutdown ofequipment is not allowed, and thereby fully supporting thecontinuation of business activities for corporate customers.
In addition, the building has obtained the highest “S”
evaluation according to CASBEE, an indicator thatemphasizes considerations for the global environment andmeasures the environmental performance of buildings.

[Major disaster-prevention functions]
1. Earthquake-proof performance
Adopting a seismic-isolation structure for the intermediate stories of a building,the building is designed to ensure high earthquake performance 1.5 times
superior to the requirements set by the Building Standards Act.
2. Flood-control measures
Electricity rooms are installed on the seventh floor and the rooftop, whereas
the equipment rooms such as the underground water-receiving tank arewatertight.
3. Power outage measures
Two power supply systems (mainline and standby) are available to receive
electricity from two different substations. Two types of fuel may be used for
emergency power generators that operate in case of a power outage.
4. Water supply and sewerage system measures
Well water taken from a special well in case of a disaster is drinkable through afiltering device. The discharge water circulating system provides the flushingwater required for indoor toilets in case of a disaster.
[Major environmental functions]
1. Photovoltaic power generation system
Photovoltaic power generation facilities that can generate approximately 47
kW of energy are installed on the wall and rooftop surfaces and contribute to
reducing CO2 emissions by approximately seven tons per annum.
2. LED lighting
An advanced energy-saving lighting system, which combines LED lighting forthe entire building with daylight control and motion sensors, is adopted.
3. CASBEE
The building has obtained the highest “S” evaluation according to theComprehensive Assessment System for Built Environment Efficiency (CASBEE)
by implementing the energy-saving systems and other measures.
4. Energy-saving performance assessment
The building is expected to acquire the highest evaluation of “AAA” in theTokyo Metropolitan Government Building Energy Performance Certificate
program as it will surpass the standard values in terms of the annual burden
coefficient for buildings by approximately –37% and the energy reduction rate
for equipment systems by approximately 45%.

BRIEF COMMENT Takanori Miyazaki,
Managing Director■ Nihonbashi Dia Building: A Disaster-Resistant and Eco-Friendly Office Building

6

The construction site is the memorial place where Yataro Iwasaki, the founder of the Mitsubishi Group, started the warehousing business in
1876. The brick-built warehouse that was constructed in 1880 was destroyed by fire caused by the Great Kanto Earthquake in 1923, andthe Edobashi Soko (“Warehouse”) Building was reconstructed on the site with state-of-the-art, steel-reinforced concrete construction
exceling in earthquake-proof and fire-resistant features in 1930.
In 2007, the building was designated as one of the historical buildings selected by Tokyo Metropolitan Government. The building
obtained the highest “S” rank in CASBEE based on its high evaluation regarding several factors: preserving roughly 70% of the exterior of
the Edobashi Soko Building, high considerations for cityscape and landscaping through the greenery on the sixth-floor rooftop, andseveral environmental measures to cope with global warming and the urban heat island phenomena. Furthermore, the latest
earthquake-proof, flood-control and power-outage measures have been implemented with a primary focus on safety and security, as
well as on the business continuity.
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Environmental and Social Report 2014

Friendly Facilities

Ibaraki Warehouse No. 3 Received
the Osaka Sustainable Building Award
Ibaraki Warehouse No. 3 received the Special Prize at the
7th (FY2013) Osaka Sustainable Building Award, which
was sponsored by Osaka Prefecture to recognize
exemplary buildings for environmental
considerations.
Ibaraki Warehouse No. 3 was the first building
constructed under the Disaster-Resistant and
Eco-Friendly Warehouse concept, and its
Award presentation ceremony of thedisaster countermeasures and environmental
Osaka Sustainable Building Award
performance were particularly evaluated.
The Osaka Sustainable BuildingAward certificate

Disaster-Resistant and Eco-Friendly Warehouses

Ibaraki Warehouse No. 3

As its logistics bases, the Company advocates theconcept of Disaster-Resistant and Eco-Friendly
Warehouses, which are disaster-resistant and excel
in environmental performance. They help reduce theenvironmental burden and take into accountbiodiversity.
Furthermore, our warehouses not only contributeto securely storing customers’ cargo but also ensurebusiness continuity with careful disastercountermeasures from a broad perspective.

Installation of LED Lighting

Solar Power Generation Facilities
Installed at Sakurajima Warehouse No. 2

Since 2013, the Company has shifted the existing lighting devices forwhich the useful lives have elapsed to LED lighting at warehousing
facilities at the respective branches by taking advantage of the“carbon dioxide emission control project subsidy system towardenhanced low carbon value.”
A reduction of approximately 500 thousand kWh in electricenergy, which corresponds to approximately 1% of the annual electricenergy of the Company’s warehousing facilities, is expected byrenewing the existing lighting devices (more than 3,000 units in total).
Meanwhile, 684 lights inside the parking lots of the Company’scommercial facility (Yokohama Bay Quarter) were converted to LED
lights, thereby enabling a reduction in power consumption of 62.7%(47.8 tons/annum in CO2 conversion). This measure also serves toincrease people’s environmental awareness.
The facilities that implemented the LED lighting in fiscal 2013
were as follows:

We started implementing largescale solar power generation
facilities, which had been previously
installed only in new facilities, inexisting facilities (starting in October
2013 at Sakurajima Warehouse No.
2 in Osaka) in line with thegovernment’s policy of enhancing
the use of renewable energy. In
fiscal 2014, the installation isplanned for three facilities for total
output of about 1.6 MW.

(lighting inside the warehouse and at parking lots)

Sakurajima Warehouse No. 1

Prefecture

Installation place

Tokyo

Tokyo Branch Ohi Warehouse A

Kanagawa Yokohama Branch, Daikoku Warehouses A and D
Aichi

Nagoya Branch, Tobishima Warehouse A

Osaka

Osaka Branch, Sakurajima Warehouse No. 1

Hyogo

Kobe Branch, Rokko Warehouses A through C

Fukuoka

Fukuoka Branch, Chuo Futo Warehouse

Kanagawa

Yokohama Bay Quarter

Sakurajima Warehouse No. 2

Tosu Warehouse

Installation (month/year) Prefecture
Installation place
OutputApril 2004
Saga
Tosu Warehouse
10 kW
December 2009
Kanagawa Yokohama Dia Building
90 kW
January 2011
Saitama Misato Warehouse No. 1
50 kW
September 2012
Saga
Tosu Warehouse
20 kW (extension)
October 2012
Osaka
Ibaraki Warehouse No. 3
350 kW
December 2012
Osaka
Daito Warehouse
85 kW
March 2013
Saitama Misato Warehouse No. 2
530 kW
October 2013
Osaka
Sakurajima Warehouse No. 2
470 kW
June 2014
Saga
Tosu Warehouse
760 kW (extension)2014 (Scheduled)
MiyagiSendai Warehouse
490 kW
2014 (Scheduled)
Hyogo
Rokko Cold Storage Warehouse
310 kW
Total 3,165 kW

BRIEF COMMENT Kazuhiko Takayama,
Managing Director■ Developing Disaster-Resistant and Eco-Friendly Warehouses
Business continuity planning (BCP) and disaster countermeasures have become key priorities for all enterprises.
Meanwhile, amid the ongoing global warming, the reduction of CO2 emissions is an essential CSR priority forcorporations.
As a countermeasure to address these urgent issues, the Company has defined the Disaster-Resistant and
Eco-Friendly Warehouses design as a new concept for new warehousing facilities to ensure the business continuity ofcorporations in case of a disaster while simultaneously reducing the environmental burden that accompanies
business activities.
Thus, we will continue to steadily promote environmental conservation in local communities while assisting
corporate customers in logistics to continue their business activities by developing our Disaster-Resistant and
Eco-Friendly Warehouses, which have both the capability to be responsive to natural disasters and excellent
Mitsubishi Logistics Environmental and Social Report 2014environmental performance.

7

Promotion of CSR
The Mitsubishi Logistics Group utilizes the “Guidance on social responsibility,”
complies with the “seven principles of social responsibility” (see the chart on the right)
in the practice of its social responsibility and strengthens various activities categorizedunder the seven core subjects of social responsibility (see the chart on the right).
The Mitsubishi Logistics Group streamlines an integrated mechanism (with components
such as a philosophy, principles, policies, systems, dialogue and confirmation) to ensurethat a socially responsible corporate culture exists within the Group and is conducted
through the practice of CSR-based activities.

Manifestation of The Three Principles of Mitsubishi’s Business Management Philosophy and the Code of Conduct, etc.
Mission, Vision, Sense of Values, Principles and the Code of Conduct
The Three Principles of Mitsubishi’s Business Management Philosophy (“Sankoryo”)
The Mitsubishi Sankoryo is a managerial creed articulated by the fourth president of the Mitsubishi organization, Koyata
Iwasaki. The spirit and values of this Sankoryo remain alive and current today as a basic philosophy of an internally andexternally open group being shared by the constituent Mitsubishi Group companies that are independent from each other.

The Three Principles of Mitsubishi’s Business Management Philosophy“Shoki Hoko”“Shoji Komei”“Ritsugyo Boeki”

Strive to enrich society, bothmaterially and spiritually,
while contributing toward
the preservation of the
global environment.

Maintain principles oftransparency and openness,
conducting business withintegrity and fairness.

Expand business, based on
an all-encompassing global
perspective.

Corporate Responsibility to Society

Integrity and Fairness

Global Understanding through Business

Code of Conduct
We have established the following Code of Conduct to realize the corporate philosophy (see page 2: Top Message)
based on the spirit of the Three Principles of Mitsubishi’s Business Management Philosophy.

Code of Conduct

We engage in business activities to secure stable profits and promote steady growth, appropriately compensating
our employees and stockholders while contributing to the realization of an affluent and sustainable society.
1. We shall comply with laws, ordinances and rules that enable us to honestly and fairly carry out business activities without
deviating from social norms.
2. We shall appropriately disclose corporate information in a timely manner to enhance broad communications with society.
3. We shall continue to have no contact or relations with any antisocial forces that might pose a threat to the public order andsafety of civil society.
4. We recognize the importance of environmental issues and shall actively cooperate with diverse activities for environmental
preservation.
5. We shall provide people with safe, high-quality and socially valuable services, and endeavor to conduct social contribution
projects as a “good corporate citizen” while taking into account coordination with local communities and international society.
(Established on December 16, 1997, and revised on August 29, 2005) Each subsidiary shall establish its own Code of Conduct in compliance with this Code of Conduct.

8

Mitsubishi Logistics

Environmental and Social Report 2014

▶ Seven Principles of Social Responsibility
An organization should
respect human rights
and recognize boththeir importance andtheir universality
An organization should
respect international
norms of behavior,
while adhering to theprinciple of respect for
the rule of law.

▶ Seven Core Subjects of Social Responsibility and
Their Expressions in the Group

Respect forTransparency
human rights

Accountability
Respect for An organizationinternational
should benorms of accountable for its
on society
behavior impacts
and theCoordination with
Local Communities andInternational Society

An organization should betransparent in its decisions
and activities that impact onsociety and the environment

Ethicalbehavior

An organization
should behave
ethically at all
times.

Provision of Safe,
Quality and
Useful Services

Observance of
these principles

ConsumerIssuesenvironment.

An organization should
accept that respect for Respect for
the rule of law is the rule of law
mandatory.

Respect for
stakeholderinterests

An organization should
respect, consider andrespond to the interests of
its stakeholders.

Fulfillment of Sincere andFair Business Activities(Source: Edited by the Company based on the “Guidance on Social Responsibility (JIS Z 26000)”)

Holistic
approachCommunity
Human
involvement
rightsanddevelopment
Organizational
governance
Organization

Respect for
Human Rights

Labor
Practices

Appropriate
Working
Environment

Fair operating
The
Practices
environment
Interdependence

Environmental
Conservation(Source: Prepared with partial modification by the Company basedon the “Guidance on Social Responsibility (JIS Z 26000)” chart)

Environmental Policy
The Mitsubishi Logistics Group has formulated the Environmental Policy to clearly present its Group-wide stance on
consideration of the global environment based on our Code of Conduct.

Environmental Policy
The Mitsubishi Logistics Group recognizes the importance of environmental issues, promoting activities for environmental preservation
through corporate activities that are friendly to the environment while contributing to the realization of a sustainable society.
1. We comply with laws and regulations relating to the environment.
2. We endeavor for the training and enlightenment to raise the awareness of executives and employees about the environment andpositively commit ourselves to environmental preservation activities with the recognition that involvement in environmental issues
is indispensable to our corporate activities.
3. We strive to restrict our environmental impact by efficiently utilizing the resources and energy that are essential to our businessactivities, implementing eco-friendly logistics equipment and facilities, purchasing eco-friendly goods and promoting the
reduction of waste volume and recycling.
4. We regularly verify our initiatives regarding environmental issues to continually improve our involvement.
5. We make the Environmental Policy known to all parties affiliated with the Group and disclose it publicly. (Established on December 29, 2006)

Environmental Voluntary Plan
We have formulated the MLC (Mitsubishi Logistics Corporation)-Group Environmental Voluntary Plan as “concrete
guidelines” regarding the Environmental Policy to review and implement specific measures in view of “measures tocope with future tightening of regulations” and “maintaining and ensuring the competitive edge of our businesses.”Web▶ You may view the details of the “Environmental Voluntary Plan” on Mitsubishi Logistics’ Web site.
HOME> CITIZENSHIP>Global Environment>MLC-Group Environmental Voluntary PlanOur Declaration of Quality
Our Group has formulated “Our Declaration of Quality” to be an enterprise that grows itself by gaining the trust of
stakeholders including customers in accordance with the Code of Conduct.

Our Declaration of Quality
Mitsubishi Logistics Corporation works hard to ensure that our corporate activities help to create an affluent andsustainable society. Providing services that are safe, high quality and of benefit to society is one of the most importantpillars supporting our corporate activities. It is with this in mind that we strive continuously for quality improvement.
1. We always think from the customer’s standpoint and listen to the customer with sincerity, working to provide
quality services that will win the trust and satisfaction of all our customers.
2. We abide by the relevant laws and regulations, and by conducting periodic inspections and implementing
improvement efforts daily in the areas of safety and quality, our Group-wide quest is to achieve constant quality
improvement.
3. We value communication and endeavor to provide an energetic work environment in which each member of the(Established on September 1, 2008)
Company can be motivated by sincerity and pride to strive for quality improvement.

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Environmental and Social Report 20149

Promotion of CSR

Management plan (2013–2015) (Basic Policy)
Mitsubishi Logistics Group has formulated the following four items of Basic Policy to reinforce foundations for its
growth potential and profitability. The Group intends to increase its corporate value and achieve future growth byexecuting each of these diverse measures in accordance with the Basic Policy.

Basic Policy
1. Expand logistics business activities in response to globalization.
2. Reinforce and expand the foundations of real estate business activities.
3. Improve the quality of Group services.
4. Strengthen crisis management including countermeasures against natural disasters
and thoroughly implement global environmental measures.

The outline of the management plan is as follows:
1. Ideal image
The management plan has defined the ideal image of the Group to be pursued during the next three years as acorporate group in compliance with the four-item Basic Policy. ( see page 3: Top Message).

2. Plan period
FY2013–FY2015 (covering three years)

3. Performance targets
Figures of consolidated business results(Unit: ¥billion)

Actual resultsfor FY2013
Targets for
FY2015

Consolidated revenue

Consolidated operating income(Unit: ¥billion)
300(Unit: ¥billion)
20

250.0

250

Revenue

OperatingincomeOrdinary
incomeNet
income

200

198.1

12.1

14.1

8.5

100

15.5
15

198.1

150

12.1

10

5
50

250.0

15.5

16.5

10.2

0

FY20130

FY2015FY2013

FY2015

4. Investment plan
During the plan period, the Group plans to make investments totaling ¥60.0 billion (¥22.0 billion in logistics, ¥33.5 billion
in real estate and ¥4.5 billion in disaster countermeasures and global environmental measures).

In-house Decision Making

Responses to Stakeholders’ Expectations

Corporate governance system

Stakeholders recognized by the Mitsubishi Logistics Group(Chart of corporate governance system)

General Shareholders Meeting
Board ofDirectors

Corporate
Board ofAuditors Corporate Auditors

Independent
AuditorCorporate Auditors’
Chamber
Executive Committee(Consultative bodyconsisting of directors
with special titles)

General Managers’
Meeting

Group Management
Meeting

10

Mitsubishi Logistics

Chairman of the Board
President
Managing Directors
Respective Divisions, andChambers of the Head OfficeInternal Control
Committee

6 branches

CSR andCompliance Committee

Internal Audit
Department

57 subsidiaries (including
20 overseas subsidiaries)
15 affiliates

Environmental and Social Report 2014

Risk Management
Committee(Chart of stakeholders)
Enhance our commitment
to customer satisfaction,
earning our customers’
trust through high-quality
logistics and real estate Customers
services.
Aim to manage internal
information strictly anddisclose information at
the appropriate timeand in the appropriatemanner, in accordancewith the law.

Employees

Provide ideal working
environments while
ensuring the safety andprofessional growth ofthe employee.
Perform fair

Shareholders& investors

Develop common
interests with local
communities as a good
corporate citizen.

Mitsubishi Public business activities
by complying with
Logistics administration laws, rules andsocial norms.
Group

Local
communities

Suppliers

Sincere and fair businessactivities based on
mutual trust.

Web

Promotion of CSR for Every Employee
CSR & Compliance Handbook
The Group prepared the Mitsubishi Logistics GroupCSR & Compliance Handbook (63 pages in A5 format)
to nurture the awareness of each employee as to CSR
and compliance. The handbook was
distributed to all executives andemployees within the Group in
January 2012 for their daily reference.
We position the handbook as astarting point to help them address
small questions and significant issues
in their routine business operations.
CSR & ComplianceHandbook

Lecture on CSR and Compliance
The Company and domestic Group companies provide
Web-based lectures based on the Mitsubishi Logistics
Group CSR & Compliance Handbook and theEnvironmental and Social Report to disseminate theunderstanding of CSR and compliance. The lectures
aim to increase employees’ awareness by providing
occasions in which every employee thinks of familiar
issues and finds the answers.

Training on CSR and Compliance
As measures to address the status of compliance with the Codeof Conduct and any issues noted in the internal audit results, we
endeavor to establish good working environments bydisseminating and entrenching our corporate philosophy and theCode of Conduct and promoting CSR.
As for compliance, we hold training sessions concerningcompliance with the Act against Delay in Payment of Subcontract
Proceeds, etc. to Subcontractors with an emphasis on themethods for managing and handling relevant documents, and theobligations and prohibitions of the main subcontracting enterprise.
Web▶ Actual performance data on the lecture and on the training on
CSR and compliance can be viewed on Mitsubishi Logistics’
Web site in “Extended Version.”
HOME>CITIZENSHIP>Environmental and Social
Report>Extended Version

Emphasis on communication
Timely and appropriate news releases
As the Group emphasizes the principles of social
responsibility such as accountability and transparency
in organizational decision making, news releases on
business activities are disclosed at the appropriate timeand in the appropriate manner.

▶ You may view the news release on the actual performancedata on Mitsubishi Logistics’ Web site in “Extended Version.”
HOME>CITIZENSHIP>Environmental and Social
Report>Extended Version

Information disclosure
Our IR information site is open on the Company’s Web
site. We strive to transmit information by providing“Management planning and policy,” “Stockinformation,” “IR calendar,” “Financial data” and “IRinformation” (Flash report, Annual report and Results
briefing).
For the convenience of foreign shareholders andinvestors, English-version sites are also available todisclose significant information thereto.

Dialogue between shareholders/investors, analysts and top management
Easy-to-understand shareholders’ meetings
When we hold a shareholders’ meeting, we strive toprovide easy-to-understand information for theconvenience of attending shareholders by using video
business reports with narration.
Results briefing
The Company holds results briefings
twice a year (May and November) forinvestors and analysts. In addition to
the explanation of the settled
accounting results, the top
management of the Company
explains management policies andResults briefing for analysts
the progress of management plans,conducts Q&A and transmits a variety
of management information. We are active in encouraging
dialogue with market players not only through transmission of
the information desired by investors and analysts but also by
integrating the feedback of useful views therefrom in our actual
business judgment.
Web▶ You may view the materials for the results briefing on
Mitsubishi Logistics’ Web site in the IR Information page.
HOME>INVESTOR RELATIONS>IR Information>Presentation

Internal reporting system
To ensure early detection of actions that violate legal
ordinances or corporate regulations, as well as actions thatare in danger of violating such rules, the Mitsubishi Logistics
Group has established a corporate ethics help line (Contact:
CSR · Compliance Team, General Affairs Division) as aninternal whistleblowing and consultation mechanism toreinforce compliance management.
To raise the degree of recognition, at the time of the“Check of the Compliance of the Code of Conduct” in
October 2013 we checked whether all executives and regular
employees of the Group are familiar with our internal reporting
system and whether they intend to use the system.
Consequently, it was confirmed that almost all the
respondents expressed an affirmative opinion, suggestingwidespread recognition of the system.
Mitsubishi Logistics

Environmental and Social Report 201411

Promotion of CSR

Confirmation of major CSR activities
The Group is committed to CSR activities so that socially responsible behavior will be disseminated among employees as avoluntary corporate culture.
▶ Checklist for the confirmation of major CSR activities

Core subjects

Objectives/Goals

Organizational
governance

Promoting the realization of our corporate
philosophy and strategies
Review of goals, standards, etc.

Reinforce CSR and compliance

Respect for Human
Rights

Improvement of the awareness of human rights

Respect human rights

Rewarding and friendly working conditions

Demonstrate every employee’s personality and competence,
Undertake necessary security procedures, and Support thecoexistence of employees’ working life and home life

Ensuring the security of workers

Ensure the security of workers

Human resources development and training

Develop competent human resources who meet therequirements of global human resources and who canmanage global operations

Reduction of CO2 emissions as a measure for
reducing climate change

Further reinforce environmental countermeasures

Use of renewable resources

Preserve resources by reducing the environmental
impactContribution to the recovery of the eco-system

Global environmental measures from biodiversity
perspectives

Prohibition of unfair advantage in competition andpromotion of fair and open competition

Reinforce CSR and compliance
Upgrade information security management

Provision of socially and environmentally beneficial
high-quality services

Improve service quality

Promotion of disaster measures to maintain service
functions

Maintain infrastructure in case of disasters

Contribution to the community’s cultural activities

Contribute to cultures in local communities

Contribution through donations, etc.

Support to victims of disasters

Appropriate
Working
Environment

Environmental
Conservation

Fulfillment ofSincere and Fair
Business Activities

Provision of Safe,
Quality and UsefulServices

Coordination with
Local Communities
and International
Society

12

Tasks

Mitsubishi Logistics

Environmental and Social Report 2014

We summarize hereunder the setting of “Objectives/Goals,” the planning of “Activity process” and the confirmation of“Achievements/Results” with regard to major CSR activities that are categorized under the Seven Core Subjects in accordancewith the “Guidance on Social Responsibility” guidelines.

Activity process (Plan)

Division/Chamber/
Branch and/or Group
companies in charge

Achievements/Results
Managing Director in charge of personnel and planning● Worksite meeting held every month (dissemination of our corporate
philosophy and our Management Plan)● May 2013 and March 2014: Held the CSR and Compliance Committee
meeting (for CSR promotion)

General Affairs Division
Personnel Division
Planning & Business
Coordination Division
Other Divisions, Chambers
and Branches● FY2013 Human Rights Enlightenment Training held with 49 participants● Delivered lectures on human rights upon request from the Industrial

Personnel Division● Briefing meetings on our Management Plan held at each branch by● Disseminate the corporate philosophy and the management plan.
● Deliberate how to promote CSR at the CSR and Compliance Committee.

● Strive to disseminate the awareness of respect for human rights with every employee

by establishing a dedicated promotion system.
● Conduct education on human rights.

● Streamline the personnel system in the pursuit of creating worksites where employees

can demonstrate their personality and competence.
● Execute industrial safety and health-related measures to maintain and enhance
employees’ health.
● Promote a work-life balance to support the sound development of next-generation children.
● Work on industrial safety and health-related activities among operating bases in an

aim to prevent occupational disasters.
● Promote the prevention of occupational disasters and conduct periodic disasterprevention drills and meetings in the Port and Harbor Operations Business.

● Endeavor to develop human resources that can contribute not only to corporate growth

but also to social development.

● Promote the construction of Disaster-Resistant and Eco-Friendly Office Buildings,

which focus on ensuring business continuity in case of a disaster and considerations
for the global environment.
● Enhance the shift of existing lighting devices to LED lighting by utilizing governmental
subsidy funds.
● We promote implementation of large-scale solar power generation facilities in existing

facilities in line with the government’s policy of enhancing the use of renewable energy.

● Expand the use of “i-MiEV,” Mitsubishi Motors’ electric vehicles.
● Promote the reduction of wastes.

● Conduct forest restoration through the volunteer activities and donations as a partnerof reforestation of Kanagawa Prefecture.

● Hold training sessions for the compliance of the Act against Delay in Payment ofFederation for Human Rights, Tokyo● Self-declaration once a year and interviews for appraisal conducted threetimes a year

● Conducted “Health Promotion” seminars and annual health checkup● Beneficiaries of the childcare leave system: 7, and beneficiaries of thecare leave system: 31● Monthly commencement of Industrial Safety and Health Committee● Number of serious occupational accidents in Port and Harbor Operation

Business: zero

● FY2013 onsite logistics capability training with 313 participants● FY2013 training on regional office duties with 43 participants● FY2013 global mind development training with 64 participants● Sept. 2014: Completion of the Nihonbashi Dia Building (Disaster-Resistantand Eco-Friendly Office Building) scheduled.

● FY2013: The sheets for works, which were used during the constructionof the Nihonbashi Dia Building, received the SDA Awards.

● FY2013: The existing lighting devices (more than 3,000 units in total) at

our warehouses were changed to LED lighting.

● Oct. 2013: Solar power generation facilities with energy output of 470 kW

started operation at Sakurajima Warehouse No. 2, Osaka Branch.

● FY2013: Three “i-MiEV” electric vehicles introduced.
● Dec. 2013: The Nagoya Dia Building received the Certificate of “Eco-oriented Business” from the Mayor of Nagoya.

● June 2013: Forest restoration activity conducted with 41 participants.

● FY2013: Compliance with the Act against Delay in Payment of Subcontract

Proceeds, etc., ; Number of participants: 1,816 (Web-based check)

Subcontract Proceeds, etc., and the prevention of insider trading.
● Distribute information security questionnaires to disseminate the awareness of
security.

● FY2013: Prevention of Insider Trading Course; Number of participants: 40● Number of respondents to the FY2013 Information Securities● Take specific initiatives for quality improvement at each of the operating sites,● Regular quality improvement conferences held.
● Quality education at monthly safety conferences and information

subsidiaries and affiliates.
● Reestablish our information systems for warehousing and distribution center operations
to improve the quality of logistics.
● Perform joint drills for earthquake countermeasures.
● Deepen people’s understanding of the logistics of relief supplies in case of large-scale disasters.
● Pursue additional designations for our facilities as relief supplies and materials facilities, which

is a concept primarily advocated by the Ministry of Land, Infrastructure, Transport and Tourism.

● Hold supporting events for reconstruction from the Great East Japan Earthquake.

Questionnaire: 4,352

exchanges at regular conferences with customers conducted.
● Mar. 2014: A new warehousing and distribution center operations system(G-MIWS) implemented at the Aomi Office, Tokyo Branch.
● Feb. 2014: Head Office and the Kobe Branch jointly performed anearthquake countermeasures drill (with approximately 60 participants).

● Participated in FY2013 disaster logistics training, which was sponsored by

the Ministry of Land, Infrastructure, Transport and Tourism.

● Two of our facilities were additionally designated as relief supply andmaterial facilities, bringing the total to 11.

● Aug. 2013: Held “Tohoku Marché” and the “Charity Ennichi (Street Fair).”● Nov. 2013: Conducted the “Yokohama F-Marinos Charity Auction.”● Apr. 2013: Contributed to a relief fund for the victims of the Ya’an● Raise and provide relief funds for disasters that happen in Japan and overseas.
● Develop a plastic bottle cap collection activity to improve the welfare of children

worldwide.

Personnel Division

earthquake in Sichuan Province, China.

● Nov. 2013: Contributed to a relief fund for the victims of the Philippines

typhoon Hayan.

● FY 2013: Donated approximately 347,000 collected plastic bottle caps

(equivalent to the cost of giving a polio vaccine to approximately 430
children) to the Ecocap movement.
Mitsubishi Logistics

Personnel Division
HarborTransportation
Business Division
Branches
Personnel Division

Technical Division
Real Estate
Division
Branches
Technical Division
Osaka Branch
Branches
Nagoya Branch
General Affairs
Division
Tokyo Branch
Yokohama Branch
General Affairs
Division
Information
Systems Division
Planning & Business
Coordination Division
Warehousing and Distribution
Business DivisionTokyo Branch
General Affairs Division
Kobe Branch
Warehousing and Distribution
Business Division
Nagoya Branch
Real Estate Division
Yokohama Dia
Building
Management
Corporation
General Affairs
Division
Other Divisions,
Chambers and
Branches
Group companies

Environmental and Social Report 201413

Organizational GovernanceTo ensure socially responsible positive decision making, it isnecessary to establish organizational processes to optimally utilize
the Group’s philosophy, strategies and standards.
As for organizational governance, the Group recognizes andstrengthens such issues as “Promoting the realization of our corporate
philosophy and strategies,” “Entrenchment of the compliance ofstandards, etc.,” “Confirmation of the processes of implementation foraction plans” and “Review of goals, standards, etc.”

Promoting the realization of ourcorporate philosophy and strategies
Disseminating the corporate philosophy
and the management plan (Basic Strategy)
The Group has expressed the goal of “contributing to
the realization of an affluent and sustainable society” in
its corporate philosophy ( see page 2: Top Message)
to make its intent of strengthening social responsibility
known to every party concerned within the Group.
To facilitate this goal, the Company formulated in its
management plan the following Basic Strategy andDetailed Strategy (excerpt) and endeavors todisseminate it at worksite meetings and otheroccasions.

Basic Strategy and Detailed Strategy (Excerpt)
1. Reinforce risk management centering on natural
disaster countermeasures.
2. Strengthen global environmental measures.
3. Create a corporate culture in which all executives
and employees are eager to behave positively bythinking independently.
4. Promote personnel development fosteringexpertise and global perspectives.
5. Strengthen initiatives to revitalize organizations
by drawing on diversified human resources.
6. Improve the quality of services.
7. Reinforce in-house education and the checksystem in the pursuit of thorough compliance.

Worksite meeting (Nagoya Branch)

14

Mitsubishi Logistics

Environmental and Social Report 2014

In executing the Basic Strategy and Detailed
Strategy above, the Group complies with the sevenprinciples of social responsibility under the Guidanceon Social Responsibility. The Group companies havestipulated the Code of Conduct in line with the sevenprinciples, and their employees strive to self-check andconfirm their behavior by always having the CSR &Compliance Handbook close at hand.

Review of goals, standards, etc.
Deliberating at the CSR and Compliance
Committee (meetings held in May and March)
To promote CSR activities in the Group, the CSR andCompliance Committee was established in September
2006.
In fiscal 2013, the committee met twice—in May
and March. The committee deliberated on the reports
and revisions regarding CSR activities in accordancewith the Guidance on Social Responsibility used as thebasis for the Environmental and Social Report, as wellas on the improved compliance based on the selfcheck of the status of complying with the Code of
Conduct.
In addition, it was reported that the forest
restoration activities were conducted to preserve theecosystem regarding the preservation of biodiversity.

Worksite meeting (Osaka Branch)Entrenchment of thecompliance of standards, etc.
Disseminating the awareness ofcompliance
The Group endeavors to disseminate the awareness ofcompliance based on corporate ethics in every employee
through the employee’s self-check on the status of complying
with the Code of Conduct, which was formulated as thesocial norms for employees in executing their duties, as well
as by thoroughly promoting training on compliance.
The self-check on the status of compliance previously
targeted the Company and domestic Group companies.
Effective from fiscal 2013, the scope of the self-check has
been extended to cover overseas Group companies using
English texts.
Web▶ Actual performance data on the compliance situationof the Code of Conduct may be viewed on Mitsubishi
Logistics’ Web site in “Extended Version.”
HOME> CITIZENSHIP>Environmental and Social
Report>Extended Version

Business processes are confirmed via
internal audit
The internal audit of the Company is performed mainly by the
Audit Division in accordance with the internal audit regulations
and the internal audit plan. The audit operation is supported
by branch auditors and audit assistants positioned at Head
Office and respective branches. The purpose of the internal
audit is to precisely grasp the status of corporate affairs andthe financial position so as to be of help for management’s
prevention of fraud, errors and faults, and rationalization suchas improvement of business operations and raising operating
efficiency. The Audit Division reports the results of audits
regarding the Company and subsidiaries to the management
team. The General Affairs Division supports the follow-up
checks on any issues noted in the audit results, if any, andreports the results to the management team.
The Audit Division keeps close contact with the corporate
auditors and provides them with internal audit information tocooperate with the corporate auditors’ audits.

Confirmation of theimplementation of action plans
Confirming the appropriateness ofoperations via internal control
The Board of Directors of the Company resolved the “Basic
Policy on the Improvement of an Internal Control System” toensure the appropriate execution of duties by executives andregular employees and the appropriateness of corporate affairs.
Furthermore, the Company improves the systems necessaryfor ensuring the appropriateness of financial reporting andprepares and submits the Internal Control Report regarding theevaluation of the effectiveness of internal control relating tofinancial reporting in accordance with the Financial Instruments
and Exchange Law.

Confirming the process for bonded operations, etc.,
under the Authorized Warehouse Operators’ Program
The Authorized Warehouse Operators’ Program is a system forcertifying managers of bonded warehouses and bonded factories
as authorized warehouse operators after they meet set
conditions concerning compliance and other regulations, inaccordance with the Authorized Economic Operator (AEO)
guidelines of the World Customs Organization (WCO). Theseauthorizations ensure preferential treatment such as
implementation of simplified procedures requiring only notification
to build bonded warehouses, exemptions from permit fees, etc.
Mitsubishi Logistics received approval as an authorized
warehouse operator from the Director-General of Tokyo Customs
in April 2008. We will further enhance compliance activities incustoms-related processes and all other import/export services
in our sincere attempt to provide highly reliable and dependable
logistics services for our customers.
Meanwhile, Monryo Transport Corporation and Keihin Naigai
Forwarding Co., Ltd., both of which are Group companies,
acquired certification as Authorized Customs Brokers as of
September 25, 2012, and June 9, 2014, respectively. An
Authorized Customs Broker is a customs clearance operator
subject to various preferential privileges, which is authorized by
the customs office to arrange for security management andcompliance regarding cargo. Both companies intend to improvecustomer services by leveraging their qualification for preferential
declaration. We will work to compatibly ensure higher security
and more trade facilitation in the field of international logistics.

Worksite meeting (Kobe Branch)Worksite meeting (Fukuoka Branch)
Mitsubishi Logistics

Environmental and Social Report 201415

Respect for Human Rights
Respecting human rights is a basis for complying with laws andregulations and fulfilling social responsibility.
Regarding the respect for human rights, the Group recognizes andaddresses such issues as “Improvement of the employees’ awarenessof human rights.”

Improvement of theawareness of human rights
Strive to disseminate the awareness ofrespect for human rights with every employee
by establishing a dedicated promotion system
The Company is committed to enlightening human rights among
employees with the aim of creating a “positive worksite atmospherein which every employee’s human rights are respected and personal
competence and personality can be fully demonstrated.”Specifically, every year the Company offers a human rights
enlightenment course of 1–2 hours in the stratified training curriculum
under the established human rights training promotion system.
In fiscal 2013, a total of 49 employees participated in the
training, which targeted new employees and newly appointed
managerial staff.
At the training sessions, participating employees not only
received lectures but also exchanged views on diverse concrete
examples to deepen their understanding.
The Company endeavors to raise the awareness of human rights
by inviting slogans on human rights enlightenment even to loaned ordispatched staffers. In parallel with this approach, we haveestablished a harassment-dedicated counseling contact that takes
initiatives to prevent or resolve various worksite harassment cases.
In fiscal 2013, upon request from the Industrial Federation for
Human Rights, Tokyo, the person in charge of human rights of theCompany delivered a lecture in Aichi Prefecture as a visiting lecturer
on the theme of “Corporate Enterprise and Human Rights—Creating
Easy-to-Work and Rewarding Worksites.”Web▶ Actual performance data on human rights training canbe viewed on Mitsubishi Logistics’ Web site in“Extended Version.”
HOME> CITIZENSHIP>Environmental and Social Web
Report>Extended Version

Lecture in Aichi Prefecture

16

Mitsubishi Logistics

Environmental and Social Report 2014

Slogan on human rights (Employees’ section)

Let us start by noticing each small problem.
A bright future can be established byeveryone’s efforts.
Slogan on human rights (Family section)

Breadth of mind is born from a mind-set oflistening to others. First, we must make time
for conversation among family members.

VOICE

Reflection on the Human Rights Training
Yoko Miyazaki
Tobishima Office, Nagoya Brancht the training, we learned about such
subjects as “What are human rights?,”“Discrimination on the basis of race and disability”
and “Gender discrimination issues” with actual
examples. We also modeled a socially andenvironmentally easy-to-work corporation based onwhat we learned. We exchanged views anddeepened our understanding regarding examples
of discrimination such as harassment by a person
in a position of power and sexual harassment
lawsuits and other issues that might happen in ourdaily lives.
I think this training provided a very goodoccasion to become aware of and reimagine our
subconscious illusions or prejudices. I truly felt fromthis training that it would be important for us to“recognize that human rights issues havesomething to do with ourselves” and “interact withothers by defining them not according to their
attributes such as race, gender or the degree of
disability but to their individuality.”AAppropriate Working Environment
An appropriate working environment serves to stabilize employees’ living
standards, is the source of meaning in employees’ lives and is indispensable forsafety and health, productivity growth, human resource development and so forth.
Regarding the appropriate working environment, the Group recognizes and addresses
such issues as “Respect of labor-management relations,” “Employment and theimportance of the employment relationship,” “Rewarding and friendly working
conditions,” “Ensuring the security of workers” and “Human resource development andtraining.”

Respect for labormanagement relations
Having close communications with thelabor union
The collective labor agreement entered into between
the Company and the Mitsubishi Logistics Union
stipulates the responsibility of the Company and that of
the union as follows on the stance of labormanagement cooperation.
1. (Company’s Responsibility)
The Company shall proactively strive to maintainand improve the working conditions and promote
the welfare of employees to improve the status of
employees and ensure stable livelihoods.
2. (Union’s Responsibility)
The labor union shall strive to maintain public orderat the worksite and promote the working
capabilities of its affiliated employees, as well as
fully cooperate with the Company for the growth of
the Company’s business based on democratic
foundations.

Labor-management consultations and negotiations
are handled at the Management Conference, which is
attended by representatives of both parties.
There are two types of Management Conference:
the Central Management Conference, which is held
between Head Office and the union’s headquarters,
and the Operating Site Management Conference,
which is held between each branch and each lodge.
Each conference meets once per month.

Employment and the importanceof the employment relationshipEndeavoring to ensure human resources
systematically and stably while respecting
equal employment opportunities and diversity
In recruiting employees, our basic policy is to respectequal employment opportunities and diversity.
In our recruiting activity, we have introduced an
openentry system without making any distinction as
regards the school of graduation or faculty that takes
into account the fair employment of applicants from along-term perspective to systematically and stably
ensure human resources.
We offer a wide range of opportunities to both newand professional or experienced applicants by making
the most of the Company’s Web site and various kindsof PR media.
▶ Status of employees

(as of the end of March 2014)

Item

In fiscal 2013

Number of regular
employees (consolidated)

4,441

Number of temporary
employees (consolidated)

2,293

Group companies have no statistical data regarding employees’
average age and years of service.
Number of regular employees(non-consolidated)

847 (578 men and 269 women)

Average age(non-consolidated)

40.4 years

Average years of service(non-consolidated)

17.7 years

Number of temporary employees(non-consolidated)

673

Operating Site Management Conference (Osaka Branch)
Mitsubishi Logistics

Environmental and Social Report 201417

Appropriate Working Environment

Rewarding and friendly
working conditions
Strive to improve the environment in which both
employees and the Company can raise mutual values
The basic philosophy of the Company’s personnel
policy is to assist its employees to grow and improvetheir worklife balance and to assert that both
employees and the Company can raise mutual values
through the sustainable growth of the Company.
To realize this philosophy, the Company endeavors
to improve worksite environments so that employees
can demonstrate their individuality and competence tothe utmost with improved motivation and better
workplace environments, through a variety of personnel
and educational systems.

Streamline the personnel system in the pursuitof creating worksites where employees candemonstrate their individuality and competence
The Company strives to improve worksite environments
in which every employee can fully demonstrate his/herindividuality and competence.
Self-declaration system
According to the self-declaration system, theCompany’s employees declare their satisfaction ratingwith their current duties and career plan among others,
once a year. The declaration includes the desiredconditions of their next workplace, etc., so that theCompany may pay attention not only to employees’
business duties but also to every employee’s life plan.
The content of the declaration is actually used for
personnel transfers and a career development
program.
Evaluation and treatment of employees
The Company treats employees in accordance with
fair, transparent and well-received appraisal systems.
Direct interviews between managers and subordinates,
which are held three times a year (at the time of target
setting, midyear retrospection and year-end
retrospection) are especially emphasized. The evaluation
results are used for an appropriate division of labor within
the business unit and advice on career planning.

18

Mitsubishi Logistics

Environmental and Social Report 2014

Execute industrial safety and health-related
measures to enhance employees’ good healthTo effectively fulfill its obligation of safety, which is
required of every corporation, the Company proactively
takes initiatives to maintain and promote employees’
health.
Regular medical checkup
A medical checkup is conducted once a year that
focuses on tests for lifestyle-related diseases. Although
long working hours have become a social problem inrecent years, the Company has implemented aframework to minimize the health risks of employees
due to a heavy workload through enhanced interview
guidance from industrial physicians to those with long
working hours.
Health promotion
Health promotion seminars are held for the purpose ofmaintaining good health and improving the lifestyle ofemployees. At these seminars, in addition to lectures(on mental health and eating habit guidance) given byexperts, simple aerobics dance programs are offered
to encourage employees to engage in light physicalexercise.

Involvement in mental health activities focusing
on “prevention and recurrence prevention”
The Company considers it important to support every
employee in having a purposeful life by ensuringsystematic and constant care for his/her mental health.
To promote mental health care in accordance withthe “Guidelines for maintenance and promotion ofmental health for workers” of the Ministry of Health,
Labor and Welfare, the Company has taken a variety of
initiatives such as reinforcement of in-house educationand training, cultivation of dedicated staff in charge at
operating sites, execution of stress checks andimprovement of networks via collaborations withexternal professional organs.

Promoting the work-life balance to support thesound development of next-generation children
Pursuant to the implementation of the Act on
Advancement of Measures to Support Raising NextGeneration Children, the Company formulated the“Ordinary Business Owner Action Plan” andimplemented the “Child-care leave system,” the “Shorttime regular employee system,” the “Nursing care leavesystem,” the “Child care leave system” and the “Familycare leave system” to assist with the coexistence of
employees’ working life and home life.
Furthermore, the Company encourages theenhanced use of annual paid vacations to reduce
working hours in a year and has introduced asystematic granting system (six days per year) ofannual paid vacations under labor-management
collaboration.

VOICE

Having Acquired a Care Leave
Junichi Iwasaki
Accounting Dept., Yokohama Branch

VOICE

Having Used the Short-Time
Regular Employee System
Yuka Ando
Ibaraki Office, Osaka Branch

worked regular hours for three months after
the end of my childcare leave. However, as
my first son of one year old then was having
difficulty adjusting to his new life at the nursery,leaving home at 7 a.m. and not returning before 7
p.m. at night, I decided to apply for the short-time
regular employee system. It becomes difficult tomanage my work and child-rearing if I am unable toget help from the people around me such as forsending to and from the nursery. However, as myson gradually got accustomed to the newenvironment thanks to using this system, I candedicate myself to my job with a feeling of security.
In using this system, I’m really grateful for theunderstanding and cooperation of my supervisorsand colleagues. I would like to do my best to thefullest extent although the time for working islimited.

Is my child often caught acold when initially entering a nursery, I as thefather needed a nursing care leave because ourfamily is a double-income household and we sharethe child-rearing.
Thanks to the care leave system, I could takeoff-duty days without using my paid leave,
supported by the understanding and cooperationof my colleagues. I am grateful for the leave system
as I could tackle my job compatibly with my childrearing task.

A▶ Acquisition results for various systems
SystemDescription

Leave of absence is allowed for a desired period
Childcare leave
until a child become 2 years old.
Short-time regular Service hours may be reduced by up to 2 hours
employee
per day for nurturing a child.

Results (number of beneficiaries)
FY2009FY2010FY2011FY2012FY2013

10

14

9

6

7

8

11

16

17

17

Nursing careleave

Leave of absence is allowed for a desired period
within one year to take care of a family member inneed of nursing care.

0

0

0

1

0

Care leave

Paid leave for nursing care of a child (up to 10
days per year)

24

23

33

27

31

Paid leave for nursing care of a family member inneed of nursing care (up to 10 days per year).

—

5

3

1

1

Family care leave(newly established in FY2010)Child care leave system and nursing care leave system are counted beginning from the time of system introduction.

Mitsubishi Logistics

Environmental and Social Report 201419

Appropriate Working Environment

Promoting welfare measures to help
employees store up the energy to work
A variety of systems are available in compliance withthe three catchphrases of “Provision of security,”“Recreation” and “Promotion of residential houseacquisition” for the promotion of employees’ welfare.

Major welfare programs of the Company:
1. Provision of security
Retirement benefits, corporate pensions, family
allowance, housing allowances, condolencemoney, celebration of a birth, the ESOP (Employee
Stock Ownership Plan) association, groupinsurance, the reserve for pension and asset
formation, multipurpose accommodation loans andthe granting of company-owned houses to
employees via job transfers
2. Recreation
Recreation facilities, in-house sports events(baseball, tennis and futsal), the Mitsubishi firms’
martial arts tournament, refresh leave (long-service
and midlevel workers)
3. Promotion of residential house acquisition
Reserve for house acquisition and asset formation,
in-house loans and tie-up loans

Providing an activity place at work for retiring
employees to demonstrate their competence byensuring employment opportunities for the elderly
In terms of employment opportunities for the elderly, theCompany has striven to guarantee the employment of
employees up to 62 or 63 years old before theestablishment of the related laws through measures
such as a job placement service to help them bereemployed by subsidiaries or affiliates and thereemployment of those with expertise in certain
business fields.
In response to the establishment of the relevantlaws, we established our continuing employment
system to ensure that applicants can continue to work
up to 65 years old under certain criteria, and the system
has been applied to 80%–90% of those applicable.

Improving access in the work environment to increase
the employment of physically challenged people
There are physically challenged employees who workin diverse operations of the Company. As of June 1,
2013, the Company filled its legal employment quota ofphysically challenged employees as a result of theaggressive execution of various initiatives. We willcontinue to steadily strengthen improvements of theworksite environment in which physically challenged
persons can easily demonstrate their capabilities andcompetence.
▶ Employment ratio of physically challenged employees
June
2009

June
2010

June
2011

June
2012

June
2013

Number of physicallychallenged employees (actual)

12

13

16

18

17

Employment ratio (%)

1.58

1.70

2.06

2.30

2.15

VOICE

Participating in the Mitsubishi
Firms’ Martial Arts Tournament
Hayato Uesugi
Harbor Transportation Dept., Kobe Branchhe Mitsubishi firms’ martial arts tournament is a big
annual event at which many athlete employees of the
Mitsubishi Group companies convene to compete in martial arts.
I participated in the kendo section this time and deepenedbonds with my supervisors and colleagues who also participatedin the tournament.
I regret that I could not show my true ability at the games as
I was overwhelmed with the atmosphere of the famous Nippon
Budokan. However, I could feel bonds with people in the
Mitsubishi Group by participating in the tournament. This was avaluable experience for me to pursue synergies within the Group
companies in the future.

T

In-house recreation event (kendo section: the Mitsubishi firms’ martial arts
tournament at the Nippon Budokan)

20

Mitsubishi Logistics

Environmental and Social Report 2014

Ensuring the security of workers
Striving to conduct industrial safety and healthactivities via collaborations among operating basesin the pursuit of prevention of industrial accidents
Each branch has an “Industrial Safety and Health Committee” (and a
Health Committee at Head Office) to share information with operatingbases including operation-commission and cargo-handlingcompanies to which operation is outsourced with regard to diverse
initiatives related to industrial
safety and health. In addition,
we strive to prevent
occupational disasters byconducting safety and healtheducation and safety patrols
inside and outside the facilities.
Health Committee (Head Office)Overland transportation: Strengthen ensuringsafety with safety measures and the preventionof accidents in the transportation field
Ryoso Transportation Co., Ltd. (an overland transportation-dedicatedcompany in charge of the overland transportation business of theCompany) aims to increase the security of transportation and ensure
the security of the truck crews through concerted efforts with therecognition that ensuring the security of freight transportation is thepillar of our business management.
In addition, fully recognizing the public nature and importance ofthe trucking business apart from compliance with relevant laws andregulations such as the Motor Truck Transportation Business Act andthe Road Traffic Act, we check operations at all times from a safety
viewpoint. As initiatives for daily accident preventive activities, wehold safety conferences, conduct safety patrols and all-branchmarketing staff conferences, and thorough checks at all carallocation bases using a high-performance alcohol detector unit tocheck at the roll call whether any crew members have been drinking.
In addition, we implement initiatives for industrial safety andhealth via appropriate instructions and education given to crew
members based on the results of regular medical checkups, to whichtests for lifestyle-related diseases have been added, and regulardiagnosis of the driving competence of the truck crews is conducted.

Harbor transportation: Promote the preventionof occupational disasters and conduct periodic
disaster prevention drills and meetings
The port and harbor operations inevitably involve a variety of cargohandling work in association with the receipt and delivery at ports.
We therefore regularly conduct safety-related drills and hold regularconferences as specific countermeasures that have been preparedby operating site to safely and smoothly perform cargo handling
operations.
To prepare for various kinds of occupational disasters and cargo
accidents, it is important to raise awareness of safety and health andshare the intent with all workers. To this end, we strive to understandand improve the operating site environment from all angles.
Furthermore, to prevent occupational disasters and cargo
accidents, it is vital that warnings are given with reference to past
accident examples and that effective countermeasures are always

pursued and proactively executed. We are confident that the
cumulative effects of these safety-focused daily efforts will help
prevent serious occupational disasters and ensure the safety ofworkers.
Specific initiatives executed at the respective ports are
summarized in the table below.

Safety patrol (Harbor Transportation
Dept., Nagoya Branch)

Safety and health meeting (Harbor
Transportation Dept., Osaka Branch)▶ Description of specific initiatives taken at the respective ports andresults/achievements

Description● We hold a briefing meeting before the ship operations to confirm thecontent of the intended operation, check the work uniform including thefluorescent vests and call workers’ attention to safety (daily).

● A safety and health meeting is held jointly with the relevant suppliers(monthly).

● We strengthen the safety patrols at the operating site jointly with therelevant suppliers (monthly).
(Quarterly joint patrols are conducted with the participation of superiors.)● We regularly confirm and replenish safety gear (safety belts for high-place

operations, fluorescent safety arm bands, emergency stretchers, etc.).

● We participate in outside workshops and training sessions (as needed).
● We promote the speed limit for dedicated, in-yard trucks, which are

driven within the container yards (via the successive installation ofexcessive speed lamps).

● We promote the speed limit for trucks entering container yards (bysetting up a speed monitor).

Results/Achievements
No serious occupational accidents were reported in fiscal 2013.

VOICE

Strengthening the Task of
Ensuring Safety
Yasuo Tominaga
General Manager, Sales Division
Ryoso Transportation Co., Ltd.

s a trucking business operator, we always endeavor
to ensure safety and security. Recognizing theimportance thereof, we are active in raising our safety
consciousness. We therefore strive to execute safe operations
at all times by complying with relevant laws and regulations,establishing an internal communications system and sharing
information in addition to onsite safety patrols. We conduct
thorough checks using an alcohol detector unit at the roll calland carefully manage truck crews’ condition in the pursuit ofsafe transportation and higher transportation quality.
(Group company of Mitsubishi Logistics)A

Mitsubishi Logistics

Environmental and Social Report 201421

Appropriate Working Environment

Chinese conversation course

Human resources development and training
Endeavor to develop human resources that can contributenot only to corporate growth but also social development
Ideal image of desired human resources
With the Code of Conduct in mind, every employee
aims to undertake a role not only in corporate growth
but also in the development of society by conducting
himself/ herself in the following manner.
1. Keep faith in others, and conduct yourself with integrity and asense of fairness.
2. Conduct yourself autonomously.
3. Respond flexibly to environmental changes.
4. Demonstrate expertise and act with a sense of creativity.
5. Have a good teamwork spirit and cooperate with yourcolleagues

Training system
The Company focuses on developing human resourcesthat can precisely respond to internal and external needs.
The Company therefore strives to upgrade employees’
business skills and the organization’s strength throughtraining by service year of employment. At the same time,
the Company offers several training programs to raise
employees’ expertise such as management capabilities,
readiness for globalization and operational capability toenable employees to acquire professional skills in
response to the content of their business duties.

VOICE

Reflection on the Onsite Logistics
Capability Training (Distribution
center start-up operation)
Kenichi Usuda
Sakurajima No. 2 Office, Osaka Branchattended the distribution center start-up operation
course. I truly felt the difficulties in the start-up
operation, which is required to integrate specificcustomer needs into our daily operations and theincreasing needs for quality day by day.
It was a valuable occasion for me to review my duties
by hearing opinions from other participants who camefrom other departments and sections.

I

22

Mitsubishi Logistics

Environmental and Social Report 2014

Onsite logistics capability training (Distribution center start-up operation)

Extending the Scope of In-House Lecturers
for the Onsite Logistics Capability Training
At the onsite logistics capability training, the lecturers
are dispatched from among active employees so that
employees assigned to posts at logistics sites canimprove their necessary expertise and skills.
At this training, in addition to the previous safety
and health and logistics management courses, two
new courses (distribution center start-up operation andtransportation operation courses) were offered. As aresult, 313 persons in total participated in the courses.
We intend to offer more practical training by
nurturing in-house lecturers to enrich the content of therespective course programs.

VOICE

Reflection on the Onsite
Logistics Capability Training(Transportation operation)
Tomoyo Nashimoto
Pharmaceutical Team,Warehousing and Distribution Business Divisiont the basic transportation operation course, we mainly
learned the outline of the trucking business operations,which are closely related to the warehouse operations, thebusiness environment surrounding the industry and various otherissues. As the transportation industry involves various challenges
such as the hike of fuel prices, a decline in cargo volume and theshortage of truck drivers, the degradation of transportation quality
is a concern. I learned that the trucking business operators usedby the Company endeavor to improve transportation quality withmeasures such as the installation of a drive recorder and byobtaining certification as a safety excellence enterprise.
I’m satisfied having learned many things. I would like to makeuse of the knowledge that I gained at the training as one of mysales tools for customers.

ATraining on regional office duties

Leadership training for managerial
section chiefs and general managers

Newcomers’ training

Conducted a Training Targeting Region-Type
Employees (Training on regional office duties)
We conducted two trainings on regional office duties—
June 17—18, 2013, and January 23—24, 2014—atthe Sengokuhara Training Center to help improve ourcapability to handle regional office duties in accordancewith the Management Plan.
The programs, attended by 20 persons at the June
training and 23 persons at the January training,
focused on grasping one’s own strengths andweaknesses by reflecting on one’s past jobs anddeepening communication to play a central role in theoperations for which he/she has responsibility.
As the training sessions became a forum for theexchange of views across branches and departments,
it served to improve the motivation of the participants.

VOICE

Participating in the Leadership
Training for Managerial Section
Chiefs and General Managers
Takashi Mukai
Manager, Residential Development Team,
Real Estate Division

learned many things at this training. The
exchange of opinions with managerial staff
at other branches/departments, with whom I
usually have little contact, was especially valuable,
in addition to mastering a specific “facilitation”
technique to animate meetings.
In the course menu to explain specific onsite
problems, it was fruitful for me that the participating
managerial staff discussed with each other to findsolutions on the pending issues of the Company
and share a sense of crisis.

I

Training for (Deputy) General Managers

Offsite meeting

Conducted a Training for (Deputy) General Managers,a Leadership Training for Managerial Section Chiefs
and General Managers and an Offsite Meeting
To strengthen organizational ability, we conducted a
training for (Deputy) General Managers, a leadershiptraining for managerial section chiefs and generalmanagers and an offsite meeting.
At the training for (Deputy) General Managers, theparticipants discussed to clarify the Company’s DNA
by reflecting on its corporate history.
At the leadership training for managerial section
chiefs and general managers, the participants learned
leadership skills to drive one’s own organization under
the recognition of the roles of his/her own department.
At the offsite meeting, the theme of “What can wedo?” was addressed to keep pace with changes that
the Company faces through dialogues among key
employees who play a leading role beyond
organizational barriers to create a new corporate
culture in which every employee thinks independently
and behaves positively.

VOICE

Participating in the Offsite Meeting
Hiroaki Negishi
Marketing Dept. B,
Warehousing and Distribution Business Divisiont this training, the participants
exchanged views with a focus on “Mitsubishi
Logistics’ strengths and DNA,” “Creating agood worksite environment” and “How tostrengthen our organizational ability.”
I truly felt that the initiatives taken by leading
employees who think independently and behave
positively would revitalize any organization and thataligning people’s vectors to one direction isindispensable to establish a strong “team.”A

Mitsubishi Logistics

Environmental and Social Report 201423

Appropriate Working Environment

Human resources (training) systems
National-type employee development course:
Basic role: Engage in a wide variety of corporate operations as core executives who facilitate business growth andmanagement in a variety of regions including overseas.
Development policy: Have the participants experience a variety of roles and duties. For 12 years after joining the Company,
transfers are conducted at intervals of about four years, in principle.

Region-type employee development course:
Basic role: Become familiar with andunderstand the characteristics
or features and local businessduties of a certain region in
preparation for the smoothfulfillment of corporate
operations.
Development policy: Nurture employees via OJTfocused training and rotate jobs
so that employees can become
familiar with operating knowhow in various areas.

Training at the 6th year
Newcomers’· Nurture leadership andworksite instructors Training via
dispatching to followershiptraining
subsidiaries or · Acquire basic marketing· Improve nurturing
capabilities, etc.
affiliates
capability as
Training at the 2nd year
worksite instructors· Improve logical thinking capability· Acquire legal expertise on logistics, etc.

Training by division

Newcomers’ second-half training
Newcomers’ first-half training

Registered customs
specialist examination
course· Learn basic knowledge on general corporate operations· Learn basic knowledge on trading practices· Visits to logistics and real estate facilities of the Company· Acquire business manners as a member of society, etc.

Upgrade operational capability

Stratified training(Objective of the common stratified training)· Acquire skills necessary for
different levels· Recognize the role required foreach level

Onsite logistics capability training· Improve onsite operating capability· Acquire knowledge on safety and health, etc.
· Acquire operating knowledge on distribution
centers, transportation, etc.
· Acquire knowledge on logistics improvement, etc.

Newcomers’ worksite
instructors training* Training may be conducted for each region
or at the store level.

Training on regional office duties· Grasp one’s own strengths and weaknesses· Improve communication capabilities

Training at the 6th year
· Nurture leadership andfollowership, etc.

Training at the 2nd year

Training by division

Registered customs
specialist examination
courseEnvironmental and Social Report 2014

Healthpromotion
seminarOnsite logistics capability training· Acquire knowledge on logistics, etc.

Mitsubishi Logistics

Life plan
seminar· Improve onsite operating capability
The middle level staff training· Acquire knowledge on safety and health, etc.
· Acquire operating knowledge on distribution · Acquire basic management skills
centers, transportation, etc.
· Improve perspectives via action
learning, etc.
· Acquire knowledge on logistics improvement, etc.

· Improve nurturing capability asworksite instructors

24

Health
Selfpromotion, etc. development

Correspondence education(Compulsory) Leadership(Compulsory) Labor management(Compulsory) Accounting(Selective) Marketing(Selective) Motivation management(Selective) Critical thinking

National staff training (as needed)

Management training by theme

Global mind development training (as needed)· Understand the management
policy and management skills· Nurture problem-solving
capabilities at worksites, etc.

Emerging countries’ legal and labor affairs and accounting training (as needed)

Training for newly appointed managerial
section chiefs and general managers

Chinese conversation course· Leadership, etc.

English conversation course

Leadership training for managerial
section chiefs and general managers

Young staff overseas dispatch program· Clarify the Company’s DNA byreflecting on the corporate
history of Mitsubishi Logistics· Raise organizational management capability

Stratified training(Objective of the common stratified training)· Acquire skills necessary for
different levels· Recognize the role required foreach level

Management training for employees seconded to subsidiaries(Applicable to Executives)

Training for (Deputy)
General Managers

Upgrade operational capability

Newcomers’ second-half training
Newcomers’ first-half training· Learn basic knowledge on general corporate operations· Learn basic knowledge on trading practices· Visits to logistics and real estate facilities of the Company· Acquire business manners as a member of society, etc.

Health
Selfpromotion, etc. development
Life plan
seminar
Healthpromotion
seminar

Correspondence education

Strengthen management capability Enhance readiness for globalization

Environmental Conservation
Environmental issues are not only local issues of the region where
our business bases are located but are also globally interconnected.
Environmental accountability is a global-level social responsibility that
affects the future of people.
The Mitsubishi Logistics Group strengthens such environmental issues
as the reduction of CO2 emissions as a countermeasure for climatechange, the use of renewable natural resources and contribution to recoveryof the eco-system.

Reduction of CO2 emissions as ameasure for reducing climate change
Certified under the Logistics Efficiency
Improvement Act*, we are integrating logistics
bases and reducing the environmental burden.
Obtaining the same certification under the following six
business plans, we made transportation anddistribution systems more efficient by integrating
logistics bases for customers who used to employ
multiple logistics bases, thereby reducing the numberof delivery trucks. By collecting customers’ freight andimplementing joint delivery, we reduce emissions ofgreenhouse gases (CO2), contributing to a reduction of
the environmental burden.
1. Osaka Branch, Sakurajima Warehouse No. 2, North
Building (Started operation in November 2005)
2. Osaka Branch, Sakurajima Warehouse No. 3(Started operation in April 2008)
3. Nagoya Branch, Tobishima Warehouse (Started
operation in November 2008)
4. Tokyo Branch, Misato Warehouse No. 1 (Started
operation in December 2008)
5. Osaka Branch, Ibaraki Warehouse No. 3 (Started
operation in October 2012)
6. Tokyo Branch, Misato Warehouse No. 2 (Started
operation in March 2013)* The Logistics Efficiency Improvement Act (Act on Advancement ofIntegration and Streaming of Distribution Business, implemented on
October 1, 2005)
The purpose of this law is to promote operations conducive to efficientlogistics and reducing the environmental burden by integrating logistics
bases and conducting transportation, distribution, storage and logistics
processing comprehensively.
Business plans under this law are approved as a comprehensive
efficiency plan and supported by the authority.

Through obtaining the Green Management Certification,
we are promoting environment-friendly business activities.
The Group obtainted the Green Management
Certification, which pursues profitability andenvironmental conservation by promoting environmentfriendly business activities from the certification
registration organization Foundation for Promoting
Personal Mobility and Ecological Transportation(abbreviated as “Eco-Mo Foundation”).

1. Certification acquisition status of the Company
All offices of the Warehousing Business Division
Port and Harbor Operations Division(Part of the container terminals of the Port of Yokohama and the Port of Kobe)
2. Certification acquisition status of the Group
Truck transportation business (Ryoso Transportation Co., Ltd.,and Kyushu Ryoso Transportation Co., Ltd.) and warehousingbusiness (Kusatsu Soko Co., Ltd., and the Warehousing
Business Division of Monryo Transport Corporation)

We ensure compliance with the Law
Concerning the Rational Use of Energy, etc.
As a “Designated Business Operator” under the Law
Concerning the Rational Use of Energy, the Company isobliged to reduce per-basic unit energy use more than 1% on
an annual average on a medium- to long-term basis at
facilities we own and rent. Moreover, we submit a regular
report on energy saving and a medium- to long-term energysaving plan to the Ministry of Economy, Trade and Industry.
The values we reported to the Ministry in fiscal 2013 (theactual results for fiscal 2012) show that our energy-saving
measures resulted in a more than 10% reduction of per-basic
unit energy use compared with the base year fiscal 2009. We
are also striving to reduce CO2 emissions at our real estate
facilities subject to the Tokyo Metropolitan Environmental
Security Ordinance.
Web▶ The actual results of our environmental conservation efforts
and our total CO2 emissions reduction directive under the
Tokyo Metropolitan Environmental Security Ordinance can beviewed on Mitsubishi Logistics’ Web site in “Extended Version.”
HOME>CITIZENSHIP>Environmental and Social
Report>Extended Version

We achieved a significant energy-saving effect byimproving our air-conditioning heat source system.
At the Eitai Dia Building in Tokyo, we introduced a highefficiency turbo freezer and renewed the high-efficiency
computerized air conditioner, thereby reducing energy
consumption by approximately 30% compared with theprevious year. After introducing the system, we conducted
continual tuning toward optimal management, resulting in an
additional reduction of more than 5% (a total annual CO2
reduction of approximately 507 tons compared with theprevious year). According to a request from the tenants of theCompany’s buildings, we provided the energy-use statusdata. Our tenants who cooperated with us in improving thissystem highly appreciated our initiative, and we are jointly
conducting energy-saving activities.
Mitsubishi Logistics

Environmental and Social Report 201425

Environmental Conservation

At the Company’s warehouse facilities, we obtained thecertifications including Environmental Management System
based on the “Supplier Code” related to our customers.
At the Chuo Futo Warehouse of the Fukuoka Branch,
responding to the enactment of the “Supplier Code,”which regulates suppliers to which business operations
are outsourced, as part of customers’ CSR, we
updated the Company’s manual and started
management based on the new manual, thereby
obtaining Environment Management System ISO
14001 certification and all other related certifications inMarch 2014. ISO 14001 is an international standard
that clarifies environmental measures in line with the
PDCA cycle and simultaneously verifies the proper
operation and improvement of a management system.
Also, based on the Supplier Code, we obtained
industrial safety and health certification and certificationof an ethics and auditing program, striving to raise theawareness of issues such as safety, health, preventionof accidents that result in injury and death andenvironmental measures.

Ryoso Transportation Co., Ltd. obtained GreenManagement Certification in its trucking business,
striving for environmental conservation.
For trucking business operators, addressing
environmental issues is one of the highest priorities.
Ryoso Transportation Co., Ltd. (“Ryoso
Transportation”), a specialized trucking company that isthe center of the Company’s trucking division, has
obtained the Green Management Certification*1 at all sixof its branches (seven operational bases) starting in
2005, striving to reduce environmental burden.
In fiscal 2013, Ryoso Transportation improved gas
mileage by 1.3% compared with fiscal 2006.
Specifically, in our efforts to promote eco-driving to
improve gas mileage and reduce emissions of air
pollution substances, we are conducting vehicle
inspections and maintenance with our own highstandards. We also adopt low-pollution vehicles thatmeet the latest restriction regulations for gas emissions.
Promotion of “Green Purchasing”
Business operators are also facing demands topurchase products and services with lessenvironmental burden. At Ryoso Transportation, we are
aggressively purchasing retread tires,*2 eco-stationery,etc.

*1. The Foundation for Promoting Personal Mobility and EcologicalTransportation is a public utility foundation that has been certifying andregistering business operators making efforts to reduce theenvironmental burden at a level exceeding the standards outlined in
the Green Management Promotion Manual since October 2003.
*2. A retread tire has new rubber pasted on a used base tire, thereby
restoring the tire’s original functionality.
The commissioning of recapping to produce retread tires is listed as a
“Designated Procurement Item” under “Services” in the Green
Purchasing Law.

▶ Change of total gas mileage at all operational sites(fiscal 2006 to fiscal 2013)
(Unit: km/L)
Fiscal year

2006

2007

2008

2009

2010

2011

2012

2013

Vehicles for
2.45
business(100.0)use

2.53(103.1)

2.59(105.6)

2.63(107.5)

2.58(105.5)2.59(105.7)2.52(102.9)2.48(101.3)

Parentheses indicate index numbers setting the mileage for fiscal 2006 as 100.0.
114
112
110
108
106
104
102
100
98
96
94

103.1

Mitsubishi Logistics

Environmental and Social Report 2014

107.5

105.5

105.7

102.9

100.0

2006

2007

2008

2009

2010

2011

2012

101.3

2013 (Fiscal year)

We are promoting environmental conservation
with regard to information system equipment.
In adopting information system equipment, we selectmodels that use less energy. In fiscal 2013, we adopted
871 selected units at our operating bases.

We are promoting environmental conservation not
only at our operational sites but also at offices.
Promotion of summertime energy saving
We strove to save energy during the summertime (Maythrough October 2013) by participating as a Group in
the Cool Biz campaign, which calls for offices to set
their air conditioning thermostats at a warmer-thanusual temperature of 28°C.
Promotion of Green Purchasing of stationery
and other office supplies
When we purchase office supplies, we not only
consider quality and price but also choose productswith less environmental impact—Green Purchasing.

Use of renewable resources
Accredited as an Eco-oriented Businessby Nagoya CityAt Nagoya Dia Buildings No.1–3, we received the
Eco-oriented Business Certification in December 2013
from the Mayor of Nagoya, for our voluntary andvigorous efforts to save energy and water, andsegregate and reduce waste in our daily businessactivities.
We will continue to engage in social contribution
activities such as
CO2 reduction andlocal cleanup
activities.

Nagoya Dia Building
No. 3

26

105.6

Eco-oriented Business Certification awarded
from the Mayor of NagoyaWe are expanding the use of the electric car i-MiEV
manufactured by Mitsubishi Motors Corporation.

Contribution to the recovery of the eco-system

As one measure under the Environmental VoluntaryPlan that the Company formulated, we are promoting
the replacement of gasoline cars, which consume
gasoline and emit much CO2, with electric cars that
emit no CO2 exhaust. We have formulated an electric
car introduction plan considering the use of various
subsidies for electric cars and the completion status of
the relevant infrastructure including high-speed charger
equipment for adopting such cars. As a result, in fiscal
2013 we introduced three electric vehicles in ourstores, with 22 electric vehicles now in use.

Conducting forest restoration through thevolunteer activities and donations as a partnerof reforestation of Kanagawa Prefecture
To address the global environment from the perspective ofpreservation of the biodiversity, we participated in a partnershipprogram of reforestation of Kanagawa Prefecture and initiatedrelated activities in April 2011.
In June 2013, we conducted the third forest restoration
activities in the prefectural forest near Tanzawa Lake, in which
41 executives and employees from the Head Office, the Tokyo
Branch and the Yokohama Branch participated. Led by a forest
instructor certified by Kanagawa Prefecture, the participants
conducted tree thinning, receiving cooperation from the
Kanagawa Prefecture Natural Environment Conservation Center.
The participants split into five groups and trimmed nearly
20-meter-high trees manually, conforming to safety instructions.
At the lunch meeting, which included an evaluation meeting,the forest instructor explained about conservation of the naturalenvironment, thereby raising the awareness of the participating
executives and employees of environmental issues.

i-MiEV deployed at Fukuoka Branch
Web▶ The data on the status of introducing electric cars canbe viewed on Mitsubishi Logistics’ Web site in“Extended Version.”
HOME> CITIZENSHIP>Environmental and Social
Report>Extended Version

Orientation

VOICE

I worked to help achieve
the Eco-oriented
Business Certification.
Norio Miyazawa,
Manager, Sales Division,
Nagoya Dia Buil-Tech Co., Ltd.

t Nagoya Dia Buil-Tech, we engage in daily
business activities with environmental
consideration, in cooperation with ourapproximately 100 corporate tenants. Specifically,
we adopt water saving-type toilet and LED lighting
equipment, thoroughly segregate and reduce
waste, purchase green products, collect plastic
bottle caps and participate in town cleanup
activities, both on the bases of individual
participation and as a corporate activity.
We will continue to offer a favorable work
environment to enhance tenants’ satisfaction.
(Group company of Mitsubishi Logistics)A

Tree thinning activity

Hiking in Mt. Ono
Mitsubishi Logistics

Environmental and Social Report 201427

Fulfillment of Sincere and Fair Business Activities
We earn trust from society by fulfilling our responsibilities regarding
ethical activities. By conducting fair and open competition in our
activities, we can showcase our compliance to society.
To fulfill our sincere and fair business activities, we recognize theissues of appropriate management of information and compliance withlaws and regulations such as the Act against Delay in Payment of
Subcontract Proceeds, etc. and the insider trading prevention law andstrive to establish a foundation of trust from society.

Prohibition of unfair advantage in competitionand promotion of fair and open competition
We conduct training concerning compliance with
the Act against Delay in Payment of Subcontract
Proceeds, etc. and the prevention of insider trading.
In March 2014, we conducted training concerning thoroughcompliance with the Act against Delay in Payment of
Subcontract Proceeds, etc. covering the Company and its
domestic group companies. Approximately 1,865 employees
who are in charge of implementing the Act against Delay inPayment of Subcontract Proceeds, etc. and related
associates from each division attended the training andlearned the purpose of the law, the scope of application,
responsibilities and prohibited matters using related questions
on our Web site. In February 2014, we conducted training
related to the prevention of insider trading for about 40 new
employees and verified their understanding using related
questions on our Web site.
Also, in February and March 2014, we conducted training
related to the Act against Delay in Payment of Subcontract
Proceeds, etc. at our Kobe, Yokohama and Nagoya
branches. Approximately 90 employees who are responsible
for or in charge of implementing the Act against Delay inPayment of Subcontract Proceeds, etc. from each branch
and affiliated company learned and discussed the purpose of
the law, the scope of application, responsibilities andprohibited matters based on the gist of the in-house manualand case studies presented in the manual.
Web▶ Actual performance data on the training concerning thoroughcompliance with the Act against Delay in Payment of Subcontract
Proceeds, etc. and prevention of insider trading can be viewed
on Mitsubishi Logistics’ Web site in “Extended Version.”
HOME>CITIZENSHIP>Environmental and Social
Report>Extended Version

We focus on information security toprovide high-quality and secure services
for customers.
To provide the best services for our customers, the Company
formulated various rules related to information systems. We
have disseminated our information security policy to all
employees.
To ensure the smooth business activities of the Company,
we formulated specific compliance matters as to the use andmanagement of our in-house network. Also, we appoint a
LAN manager from each branch’s information system section

28

Mitsubishi Logistics

Environmental and Social Report 2014

and OA promotion staff from the relevant section of eachdivision that uses the network, ensuring safety and theeffective use of our in-house network.
In fiscal 2013, we conducted a questionnaire with regard
to Web site information security in August 2013 (answered by
1,440 persons), in December 2013 (1,468 persons) and in
March 2014 (1,444 persons), thereby raising the awarenessof information security among the cumulative 4,352 people
who answered the questionnaire.
Web▶ Actual performance data on execution of questionnairewith regard to Information Security can be viewed on
Mitsubishi Logistics’ Web site in “Extended Version.”
HOME> CITIZENSHIP>Environmental and Social
Report>Extended Version

Management of Information Security
1. Security of customer information (personal information)
2. Security of intellectual property rights
3. Confidentiality obligation
4. Compliance with laws and regulations, obligation ofcompliance with regulations and penalties
5. Management of information assets
6. Formulation of security measure standards (Development
standard, management standard, outsourcing standard)
7. Monitoring and supervision
8. Protecting systems from computer viruses
9. Access authority control
10. Information security education

Management of Network Security
1. Management of connection to ML-net (In-housenetwork)
2. Rules for e-mail use
3. Rules for dispatching information
4. Rules for connection with networks outside theCompany

Also, part of the operations of the Tokyo Branchtrunk room office and Dia Systems Corporation (oursubsidiary to develop and manage our information
system) both acquired ISO27001 certification, aninternational information security management systemstandard, and receive periodic evaluation by a certifying
organization-approved third-party organization, thereby
attesting to our efforts to improve our information
security.

Provision of Safe, High-Quality and Useful Services
To fulfill our mission as a logistics and real estate business operator relied
on by society, we intend to promote measures to focus on disasters tocontinue to provide socially and environmentally useful and high-quality
services and maintain service functions even during emergencies.

Provision of socially and environmentally
beneficial high-quality services
We will continue to promote the improvement ofquality, aiming to be a company that enhances thequality of our customers’ products.
The Mitsubishi Logistics Group continues to promote its
various efforts tenaciously to improve the quality of services
to get acknowledged by customers as a constantly reliable
partner.
We aim for high quality from the customers’
perspective.
To become a corporation that is continuously chosen bycustomers, we conduct business activities based on ideas
and actions from the customers’ perspective. To achievecustomer satisfaction, we have broadened the framework ofquality enhancement to include the quality of operations,business duties and the corporation itself. Moreover, toensure trust from customers, we will build on our efforts atensuring good quality to become a corporation that canboast “quality” as its strength.
Our Quality Declaration has been disseminated.
We distributed “Our Quality Declaration” printed on mousepads and cards to all employees of the Mitsubishi Logistics
Group, as well as exerted efforts such as make explanations
about it during stratified trainings to further disseminate it.
We connect employee satisfaction to customer
satisfaction.
To offer high-quality services to customers, we regard
Employee Satisfaction (ES) as an indispensable element. We
strive to enhance the motivation of each employee.
We believe that creating a good work environment where
employees can engage in business activities with confidence
and contact customers with a smile will eventually lead to
Customer Satisfaction (CS).

The Warehousing Business Division has
quality management groups.
At the Warehousing Business Division, for the purposes ofmaintaining and improving the quality of business activities ofthe entire Division, the Head Office and all branches have aquality management group. We complete operational
documents and share information on various measures. We
will continue to aim to enhance customer satisfaction.

Each operating site and affiliated company
conducts specific quality improvement measures.
To offer high-quality services, the Mitsubishi Logistics
Group conducts daily efforts to improve the quality ateach operating site and affiliated company. The content
and results of such efforts are horizontally developed
across the Group. Some of these measures are as
follows:

Meeting with cooperative companies for further sophistication oftransportation quality (Shanghai Linghua Logistics Co., Ltd.)▶ Measures taken at divisions or branches and Group companies
Divisions or Branches andGroup companies

Warehousing andDistribution
Business Division
Osaka Branch
Kobe Branch
Fuji Logistics Co., Ltd.
Dia Pharmaceutical
Network Co., Ltd.
Chubu Trade
Warehousing Co., Ltd.
Kyokuryo Warehouse
Co., Ltd.
Hanryo Kigyo Co.,Ltd.
Shanghai Linghua
Logistics Co., Ltd.
Mitsubishi Logistics
Singapore Pte. Ltd.
Kobe Dia
Maintenance Co., Ltd.

Content of measures

Held meetings attended by managers from all
the operating bases to share the cases ofaccidents that occurred.
Actively participated in various lecture sessions
and conducted training by supervising
pharmacists to enhance quality.
Supported and promoted 4S activities incooperation with affiliated companies.
Made the operational intra-process error
prevention visible on a trial basis anddeveloped the method across the Company.
Held a monthly meeting related to quality
improvement to explain the company’s qualityrelated policies.
Actively exchanged information with major
customers to reinforce services from
customers’ perspective.
Conducted quality-related training at a monthly
meeting concerning safety and exchanged
information with customers at regular meetings.
Provided education and training for staff
responsible for operation in alliance with the
Mitsubishi Logistics quality management group.
Implemented meetings with cooperative
companies to improve transportation quality.
Disseminated among all employees the safety
and quality standards of bisSAFE3 for which
the company obtained certification.
Improved operational efficiency and service quality
including customer satisfaction using ISO9001-2008.

Mitsubishi Logistics

Environmental and Social Report 2014

29

Provision of Safe, High-Quality and Useful Services

To further improve the quality of logistics operations, we are
adopting the G-MIWS (a new information system related towarehouse storage operation and delivery center operation).

We are working on crisis preventive measuresand measures to focus on crises promptly
and effectively in case of such occurrence.

As a successor model of the current system MIWS/MESH (Mitsubishi Intelligent Warehouse System/
Mitsubishi Efficient and Speedy Handling System), theCompany developed a new system, G-MIWS, of which
the first full-scale operation occurred at the Aomi Sales
Office, Tokyo Branch, in March 2014. The “G” of“G-MIWS” signifies “global,” aiming to expand theCompany’s logistics business to integrate nationwide
and overseas logistics, which is included in the Basic
Policy of the Company's Management Plan. Our
system is available in English and Chinese languages
for overseas use and is designed to be effective instandardizing operations, improving service quality andreducing costs.
By making various types of logistics-related data
visible, we will analyze operations, formulate sales
strategies, provide useful information for customers’
decision making in a timely manner and provide evenhigher-quality logistics services than ever to fully
support customers’ business development from the
aspect of logistics.

The basic purpose of our crisis management measures is to predictvarious crises that can seriously affect corporate management,
prevent such crises and, in case of occurrence, focus on the crises
quickly and effectively to minimize damage to human and physicalmanagement and restore the normal operational structure quickly.
With an aim to become disaster-resistant in software and hardware,
we have developed “Disaster-Resistant and Eco-Friendly
Warehouses.”

To fulfill corporate social responsibility,
1. Ensure the safety of employees, their families and related people;
2. Preserve corporate facilities (e.g., the Company’s warehouses,
buildings and facilities) and the freight received; and3. Strive to quickly restore and continue operation.

To respond to trust in our corporation from society,
1. Strive to avoid adverse effects to stakeholders(customers, shareholders and business partners), and
2. Contribute to the quick stabilization of local communities.

We implemented disaster prevention
training.

Office where the G-MIWS was adopted(Aomi Sales Office, Tokyo Branch)

G-MIWS screen

VOICE

We adopted the G-MIWS system.

To take the initial measures to prevent disaster damage fromspreading, we organized a self-defense disaster prevention squad foreach building. We conducted disaster prevention training at the Head
Office on April 26, 2013. In addition, as an emergency measure, we
implemented large-scale disaster measure training with voluntary
employee participation, thereby reinforcing the disastercountermeasure system. The training involved use of a mobile phonesafety confirmation service, restoration from disaster damage, walking
the evacuation route and using MCA wireless communication.
Moreover, by monitoring via an emergency earthquake quick reporting
system, we strive to enable quick evacuation.

Ittetsu Koseki,
Aomi Sales Office, Tokyo Branchollowing preparation work that we started in January 2013,
the G-MIWS system began full operation on March 17, 2014.
During preparation before the adoption of the new system, we
reviewed a series of processes from entry to the warehouse, logistics
processing, receiving Electronic Data Interchange (EDI) data, shippingout of the warehouse and shipping/delivery, thereby optimizing
operational procedures utilizing the available functionalities. As a resultof our hard work, a favorable environment was created.
Since the operation of the G-MIWS system started, efficiency
improved both at the actual worksite operation and in administrative
processing and we are receiving good feedback from customers
because of the improved quality of our services. We intend tocontinue to provide high-quality services.

F

Promotion of disaster measures
to maintain service functions
30

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Environmental and Social Report 2014

Disaster prevention training led by a self-defense disaster prevention
squad (Tokyo Dia Building)

We implemented joint training forearthquake measures.
In February 2014, via the joint efforts of the Head Office and the Kobe
Branch, we implemented training for earthquake measures in which
an executive in charge and approximately 60 employees participated.
This training, which took a few days, simulated the first few days after
the occurrence of a large-scale earthquake with a seismic source in
the Nankai Trough. Our Head Office, branches and operational
worksites collaborated, and specific measures were demonstrated at
actual sites. Furthermore, learning from the Great East Japan
Earthquake, we added relief aid measures and tsunami
countermeasures. We verified the roles of each department andoperational site, determined the status judgment criteria andintegrated information management.

▶ Actual performance data on joint training for earthquake measures canbe viewed on Mitsubishi Logistics’ Web site in “Extended Version.”
HOME> CITIZENSHIP>Environmental and Social
Report>Extended Version

Web

into an agreement between municipalities and industry organizations
to cope with a disaster. Via group discussions, we gained muchknowledge about preparations. We will continue to work hard to fulfill
our public role as a warehousing business operator.

We are strengthening our information system crisis
management structure to focus on disasters and other crises.
Earthquake measures on-site headquarters for joint Earthquake measures headquarters for joint training
training for earthquake measures (Kobe Branch)for earthquake measures (Head Office)

VOICE

I participated in the joint training forearthquake measures.
Masashi Kamata
Rokko Cold Storage Office, Kobe Branch

participated in the training to improve my ability to focus
on emergency situations.
In the situation where tasks were given one after another, I
found it difficult to collect and sort out information instantly and to
determine the most appropriate measure to take. I also refreshed
my recognition of the importance of understanding an everchanging situation while maintaining a calm and clear mind intaking necessary actions. That was a valuable experience for me.

I

We received a letter of appreciation from the Fire Station Chiefof the Kyobashi Fire Station of the Tokyo Fire Department.
At Dia Buil-Tech Co., Ltd., a real estate
facility management company that is thecenter of the Company’s real estatebusiness division, we conducted lifesaving training sessions (including theLetter of appreciation from
AED course) to help employees acquire
the Fire Station Chief of theknowledge and techniques related to
Kyobashi Fire Station oflife-saving and first aid. Eight training
the Tokyo Fire Department
sessions were implemented in June andJuly, and approximately 130 employees (90% of all the employees of
the company) acquired the certification of life-saving skill. In addition,
we received a letter of appreciation from the Fire Station Chief of the
Kyobashi Fire Station of the Tokyo Fire Department on September 9,
the day of emergency life-saving, for recognition of our contribution
to emergency preparation measures.

We participated in the Disaster Logistics Training given by
the Ministry of Land, Infrastructure, Transport and Tourism.
As part of the Disaster Logistics Training initiated by the Ministry ofLand, Infrastructure, Transport and Tourism in fiscal 2013, training forlogistics for the delivery of support/relief goods was held October
15–17, 2013, targeting logistics administration staff from national andlocal governments and logistics business operators from private
corporations to prepare for a large-scale disaster. The Company’s
staff also participated in the training.
Based on the lessons learned from the Great East Japan
Earthquake, in the training sessions, selected support/relief goods
logistics bases were notified and directions were presented to enter

To ensure continuous use of the information system even during an
emergency, we established a disaster countermeasures center in the
Kansai region to back up data and made our in-house network aduplicate information system. In
addition, the Company has
formulated a manual focused on
information system disasters andother measures ascountermeasures taken during
operation of such systems
against information system
Disaster countermeasures center
disasters and failures.
in the Kansai region

The Company’s 11 facilities, including two newly designatedfacilities are support/relief goods logistics base facilities designatedby the Ministry of Land, Infrastructure, Transport and Tourism.
The Ministry of Land, Infrastructure, Transport and Tourism, learning from its
reflection on the Great East Japan Earthquake, held an advisory conference,
attended by experts, logistics business operators and people related toindustry organizations, among others, to compile the “Basic concept on the
support/relief goods logistics system,” which aims for the efficient andsmooth delivery of support/relief goods to afflicted areas at the time of adisaster.
Mr. Watabe, then General Manager of the Warehousing and Distribution
Business Division of the Company, assumed a position as a committee
member representing warehouse operators, requested by the Ministry ofLand, Infrastructure, Transport and Tourism, and actively commented fromthe perspective of a warehousing business operator.
These discussions concluded with the shared recognition that for thedelivery of support/relief goods at the time of a disaster it is essential to fully
utilize the expertise and facilities of private logistics operators.
In fiscal 2011, 395 private facilities nationwide, mainly in the Kanto, Tokai
and Tonankai regions, where a large-scale earthquake is foreseen in the near
future, were designated as support/relief goods logistics bases, including theCompany’s seven facilities located in the Kanto, Tokai and Hanshin regions.
In fiscal 2012, two other facilities of the Company (in Fukuoka and Saga)
were newly designated as support/relief goods logistics bases.
In fiscal 2013, the further addition of two warehouses in Tobishima andHonjoh (both in Aichi Prefecture) brought the number of the Company’s
facilities to 11. We will thoroughly prepare to fulfill our public role as awarehousing business operator so that the designated 11 facilities of theCompany can function well during a future large-scale disaster.
Web▶ Data on our 11 facilities designated as support/relief goods logistics bases canbe viewed on Mitsubishi Logistics’ Web site in “Extended Version.”
HOME>CITIZENSHIP>Environmental and Social
Report>Extended Version

Tobishima Warehouse, Nagoya Branch

Honjoh Warehouse, Komaki Office, Nagoya Branch

Mitsubishi Logistics

Environmental and Social Report 201431

Coordination with local communities
and international society
To contribute to the development of local communities and international society, we must
focus not only on the site where our business base is located but also understand ourrelationship with society and recognize our common interests with society.
To maintain harmonious relationships with local and international societies, we will contribute tocultural activities and health services and make donations.

Contribution to cultural activities
We conducted a charity auction and acharity fair.
At the Yokohama Bay Quarter, the Company’scommercial real estate facilities in Yokohama, we held
Tohoku Marché and a charity fair in August and the
Yokohama F-Marinos charity auction in November tosupport restoration from the Great East Japan
Earthquake.
Sales proceeds from Tohoku Marché and the charity
fair (¥88,900) and revenue from the auction (¥216,600)
were donated to the Great East Japan Earthquake relief
fund via the Japanese Red Cross Society.
We intend to continue to hold charity events since
they contribute to society while also helping to draw inmore guests to visit our commercial facilities.

VOICE

I helped run the charity
auction and the charity fair.
Eri Yoneya
Sales Division,
Yokohama Dia Building Management Corporation

charity fair that has been held since 2011 and a charity
auction that has become an annual event are held to
support restoration from the Great East Japan Earthquake andhave had many visitors mainly from the local vicinity.
This year, Tohoku Marché, at which Tohoku’s special
goods and foods are sold, was held at the same time as thecharity fair. We donated all the sales proceeds to the Japanese
Red Cross Society as part of the Great East Japan Earthquake
relief fund. We would like to continue to hold such events thatare enjoyed by guests and contribute to society.
(Group company of Mitsubishi Logistics)A

We are offering the parking area of Tokyo Dia
Building No. 5 as a location for blood donations.
To support the blood drive conducted by the Japanese
Red Cross Tokyo Metropolitan Blood Center, we havebeen offering a place for blood donations at Tokyo Dia
Building since 2007 in cooperation with Dia Buil-Tech
Co., Ltd.
Each year, approximately 100 persons, including
building associates and tenants, offer to donate bloodat this location.
We would like to continue to help facilitate anddisseminate the blood drive by offering a place forblood donations.
(We started offering a place for blood donations in
2007; 25* of 34 applicants donated blood in 2013.)

Charity fair

* In 2013, both the number of persons who applied and actual donors
decreased compared with other years because the hours were shortened
due to the approaching Typhoon No. 26.

Yokohama F-Marinos charity auction ©Y.F.M.

32

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Environmental and Social Report 2014

Parking area of Tokyo Dia Building
No. 5 (location for blood donations)

Donating blood

Contribution through Donations, etc.
Donated to disaster relief fundWe sent donations to earthquake and other disaster
relief funds (a large-scale earthquake that occurred in
Ya’an, Sichuan, China on April 20, 2013, andPhilippines Typhoon Haiyan on November 9, 2013).
In addition, at the Company’s four overseas
subsidiaries in China, we donated 41,510 yuan in total
to the Sichuan Ya’an Earthquake fund via matching
contributions with employees. Responding to the
supportive spirit in disaster-stricken areas in China, theCompany and each of its overseas subsidiaries in
China recognize the need to fulfill a commensurable
level of social responsibility.

Cosponsored a charity bazaar at ouroverseas subsidiary in Vietnam
At our overseas subsidiary in Vietnam, we offered
goods to and helped purchase admission tickets for acharity bazaar that was sponsored by the JapaneseBusiness Association of Ho Chi Minh City. Proceedsfrom the charity were donated to hospitals in Ho Chi
Minh City to cover surgery and other medical fee forunderprivileged children.

We developed a plastic bottle capcollection activity throughout the Group to
improve the welfare of children worldwide.
Since August 2010, we have been developing a plastic
bottle cap collection activity within the Company andthroughout the Group. In fiscal 2013, we donatedapproximately 347,000 collected caps (equivalent tothe cost of giving a polio vaccine to approximately 430
children) to the Ecocap Movement, a Cabinet-certified
NPO organization.
Web▶ Actual performance data on plastic bottle cap collection
can be viewed on Mitsubishi Logistics’ Web site in“Extended Version.”
HOME> CITIZENSHIP>Environmental and Social
Report>Extended Version

We conduct social contribution activities as amember of the Mitsubishi Group and participate in
the Mitsubishi Social Contribution Liaison Council.
As a social contribution activity within the MitsubishiGroup, we donate to academic and charitableenterprises. Also, as a member of the Mitsubishi Social
Contribution Liaison Council, we report on our related
activities and exchange information.

We participate in locally rooted
volunteer activities.
We participate in local communities’ cleaning activities
as a volunteer.

Charity bazaar

We are cosponsoring Diamond Cup Golf
as a community contribution.
Participating companies within the Mitsubishi Group
cosponsored a notable golf tournament, Diamond Cup
Golf, which contributes to local communities and helps
nurture junior golfers through charitable activities.
Valuing the underlying concept and purposes of thistournament, the Company cosponsored this event as
one of the participating companies.

Mitsubishi Logistics

Environmental and Social Report 201433

Statement supporting the
UN Global Compact.
The Group promotes its CSR activities pursuant to the UN Global
Compact’s 10 principles.

Practice of the UN Global
Compact’s 10 principles
The Group agreed to adhere to the UN Global
Compact (hereinafter “UNGC”) and endorsed approvalin May 2014.
The UNGC is a voluntary
corporate responsibility
initiative for businesses thatare aiming for sustainablegrowth as a responsible
member of society. The UNGC
asks companies to voluntarily
participate in creating a global
framework to take creative
leadership. At the World
Economic Forum in Davos, Switzerland, in 1999, Kofi
Annan, then Secretary-General of the United Nations,
proposed that companies should observe the 10
principles in the areas of human rights, labor, theenvironment and anti-corruption to solve various
problems that could occur due to internationalizationand the global expansion of businesses. In July 2000,
the UNGC was launched at the UN Headquarters in
New York. As of March 2014, approximately 12,200
companies and organizations around the world weremembers of UNGC.
Based on its Code of Conduct, the Group will strive
to practice the UN Global Compact’s 10 principles as agood member of international society.

UNGC’s 10 principles

Human
RightsPrinciple 1: Businesses should, support andrespect the protection ofinternationally proclaimed humanrights; andPrinciple 2: Make sure that they are notcomplicit in human rights abuses.
Principle 3: Businesses should uphold thefreedom of association and theeffective recognition of the right tocollective bargaining;Labor

Principle 4: The elimination of all forms offorced and compulsory labor;
Principle 5: The effective abolition of childlabor; andPrinciple 6: The elimination of discrimination in
respect of employment andoccupation.
Principle 7: Businesses should support aprecautionary approach toenvironmental challenges;

Principle 8: Undertake initiatives to promote
greater environmental
Environment
responsibility; andPrinciple 9: Encourage the development anddiffusion of environmentallyfriendly technologies.
Principle 10: Businesses should work against
corruption in all its forms,
Anti-Corruption
including extortion and bribery.

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Company Profile (As of March 31, 2014)
Company name

Mitsubishi Logistics Corporation

Head Office19-1, Nihonbashi 1-chome, Chuo-ku, Tokyo 103-8630, Japan

Establishment

April 15, 1887

Capital¥22,393 million

Revenue (fiscal 2013)

Consolidated: ¥198.1 billion Nonconsolidated: ¥139.0 billion

Number of employeesof the Mitsubishi
Logistics Group

4,441 (excluding 75 workers on leave to work outside the Group, 1,345 temporary staff and 948
employees on loan/dispatched from outside the Group)

The number of
employees of theCompany

847 (excluding 152 employees on leave to work for other companies, 110 temporary staff and
563 employees on loan/dispatched from inside and outside the Group)

Branches

Tokyo, Yokohama, Nagoya, Osaka, Kobe, Fukuoka

Major Businesses

Logistics
Warehousing; trucking; port and harbor operations; international transportation; marine freighttransportation; customs clearance; development, sales, management and administration of logistics
information systems; etc.

Real Estate
Buying, selling, leasing and management of real estate; contracting of construction work, its design andsupervision; operation of parking lots; etc.

Companies in thescope ofconsolidation

Consolidated subsidiaries (50 companies)
Tohoku Ryoso Transportation Co., Ltd., Sairyo Service Co., Ltd., Dia Pharmaceutical Network Co., Ltd.,Tokyo Dia Service Co., Ltd., Dia Systems Corporation, Ryoso Transportation Co., Ltd., Unitrans Ltd.,
Keihin Naigai Forwarding Co., Ltd., Touryo Kigyo Co., Ltd., Fuji Logistics Co., Ltd.,Tokyo Juki Transport Co., Ltd., SII Logistics Inc., Fuji Logistics Operations Co., Ltd.,
Fuji Logistics Support Co., Ltd., Kinko Service Co., Ltd., Chubu Trade Warehousing Co., Ltd.,
Meiryo Kigyo Co., Ltd., Ryoyo Transportation Co., Ltd., Kyokuryo Warehouse Co., Ltd.,
Hanryo Kigyo Co., Ltd., Shinryo Koun Co., Ltd., Naigai Forwarding Co., Ltd.,
Kyushu Ryoso Transportation Co., Ltd., Monryo Transport Corporation, Hakuryo Koun Co., Ltd.,
Seiho Kaiun Kaisha, Ltd., Saryo Service Co., Ltd., Mitsubishi Logistics America Corporation,
Mitsubishi Warehouse California Corporation, Mitsubishi Logistics Europe B.V., Fuji Logistics Europe B.V.,
Mitsubishi Logistics China Co., Ltd., Shanghai Linghua Logistics Co., Ltd.,
Shanghai Qingke Warehouse Management Co., Ltd., Fuji Logistics (China) Co., Ltd.,
Fuji Logistics (Dalian F.T.Z.) Co., Ltd., Fuji Logistics (Shanghai) Co., Ltd.,
Mitsubishi Logistics Hong Kong Ltd., Fuji Logistics (H.K.) Co., Ltd., Mitsubishi Logistics Thailand Co., Ltd.,
P.T. Mitsubishi Logistics Indonesia, Fuji Logistics Malaysia SDN.BHD., Dia Buil-Tech Co., Ltd.,
Yokohama Dia Building Management Corporation, Chubo Kaihatsu Co., Ltd.,
Nagoya Dia Buil-Tech Co., Ltd., Osaka Dia Buil-Tech Co., Ltd., Kobe Dia Service Co., Ltd.,
Kobe Dia Maintenance Co., Ltd., T’ACT Co., Ltd.

Subsidiaries and Affiliates Accounted for by the Equity Method (3 companies)
Nippon Container Terminals Co., Ltd., Kusatsu Soko Co., Ltd., Jupiter Global Limited

Financial Data
Business results (Consolidated)
Revenue
250
203.6
200

150

192.2 198.1

175.8
148.3

(Unit: ¥billion)

Operating income

Ordinary income

15

15
12.1

12

12.5 12.3
12.1

12

13.6

14.5 14.5

Assets (Consolidated) Total assets

14.1

11.5

10.2

Net assets

400
341.7 350.4

353.2

375.1

396.2

250

200

300

9

9

(Unit: ¥billion)

227.8

236.6

205.9 205.8 211.5

150
200

100

6

6

50

3

3

0

2009 2010 2011 2012 2013 (fiscal year)

02009 2010 2011 2012 2013 (fiscal year)

0

100
100

2009 2010 2011 2012 2013 (fiscal year)

050

2009 2010 2011 2012 2013 (fiscal year)

02009 2010 2011 2012 2013 (fiscal year)

General Affairs Division, CSR · Compliance Team
19-1, Nihonbashi 1-chome, Chuo-ku, Tokyo 103-8630, Japan
Nihonbashi Dia Building, 2F
Phone: +81-3-3278-6657
Fax: +81-3-3278-6694

Extended version▶Promotion of CSR

The following are some data related to the Environmental and Social Report 2014, which was collected at the end of fiscal 2013.

▶The environment

Logistics
Real Estate
IR
CSR
Other
Total

Environmental conservation activity data (by business)* Basic unit denominator (figures from Law Concerning the Rational Use of Energy, etc.) uses figure that have strong correlations with each business.
Unit

Warehousing and distribution
business

Basic unit denominator
CO2 emissions
CO2 emissions basic unit

Fiscal 2011

Fiscal 2012

Fiscal 2013

1,313

1,350

1,370

Thousand m2 <Floor area>
Thousand t-CO2

27.7

32.8

37.1

kg-CO2/m2

21.1

24.3

27.1

50

40

30

3.0

5.0

15.0

Thousand tons <Handling tons>

Harbor transportation business t-CO2
Overland transportation
business
Real estate business
CO2 emissions

kg-CO2/thousand tons

59.7

124.5

504.2

Million km <Total transportation distance>

4.3

3.7

3.9

Thousand t- CO2

3.9

3.3

3.6
921.1

kg- CO2/thousand km

901.0

896.7

Thousand m2 <Operational area>

633

635

684

Thousand t-CO2

29.4

35.0

41.4

kg-CO2/m2

46.5

55.1

60.4

Thousand t-CO2

61.0

71.1

82.0

Check on status of compliancewith Code of Conduct
In-house
Domestic group companies
Overseas group companies
Total(Thousand m3)
948
1,000

(Million kwh)
200

(Thousand GJ)
200(Thousand GJ)
100

131

131

136

145.3

150

500

100

100

50

250

50

50

25

0

2011

2012

2013 (Fiscal year)

0

2011

2012

2013 (Fiscal year)

150

0

2011

2012

CO2 emissions

Waste emissions (tons)

Waste emissions (m3)(Thousand t-CO2)
100(Thousand tons)
4(Thousand m3)
20

75

61.0

71.1

82.0

3

50

2

25

1

0

2011

2012

2013 (Fiscal year)

0

2.4

2.3

2.1

10

2012

2013 (Fiscal year)

0

52.7

2011

2012

2013 (Fiscal year)

Emissions standard Fiscal 2010 Fiscal 2011 Fiscal 2012
Tokyo Dia Buildings
33,531
36,062
31,661
29,593
Eitai Dia Building

10,132

7,400

5,558

5,836

2.3

Ohi Cold Storage Office
Total
Reduction

4,394
48,057

3,705
47,167890

3,645
40,864
7,193

3,645
39,074
8,093

1,444
2,952
—
4,396

1,433
2,938
72
4,443

106

113

49

Fiscal 2011
Fiscal 2012
Fiscal 2013
achievements achievements achievements
95
779
903
—
867
962
95
1,646
1,865

Fiscal 2011
Fiscal 2012
Fiscal 2013
achievements achievements achievements
First timeFirst timeThird time
1,450
1,398
4,312

In-house
Domestic group companies
Total▶Provision of Safe, Quality and Useful Services
Number of persons participated in joint training for earthquake measures

Execution period
Place
Number of participants(Unit: persons)Fiscal 2011
Fiscal 2012
Fiscal 2013
achievements achievements achievements
NovemberFebruary
February
2011
2013
2014
Head Office,Head Office,Head Office,Fukuoka Branch Yokohama Branch Kobe Branch
Around 30

Around 40

Around 60

Status of introducing electric cars

Support/relief goods logistics base facilities at a glance
Block

Tokai

Kinki
5

5

3

▶Coordination with Local Communities and International Society
Plastic bottle cap collection activity
Fiscal 2011
Fiscal 2012
Fiscal 2013
achievements achievements achievements
Number of bottle caps collected (Unit: caps)
375,324
465,024
346,671
Equivalent to polio vaccine (800
469.2
581.3
433.3
caps per person) (Unit: persons)Branch
Tokyo

Kanto

Fiscal 2009 Fiscal 2010 Fiscal 2011 Fiscal 2012 Fiscal 2013
4

133
44
177

Fiscal 2011
Fiscal 2012
Fiscal 2013
achievements achievements achievements
24
52
40

Number of questionnaires conducted
Number of respondents (Unit: persons)2013 (Fiscal year)

5

—
—
—

Number of persons participated in compliance lecture for the Act against
Unit: persons
Delay in Payment of Subcontract Proceeds, etc.

6.5

Total number ofcars introduced———

Number of persons participated in compliance lecture for
Unit: persons
prevention of insider tradingIn-house*Calculation standard● Volume related to electricity, fuel and heat uses, CO2 emissions and basic unit denominator from the warehousing and distribution business, the harbor transportation business and the realestate business are based on the reported values in the Company’s report based on the Law Concerning the Rational Use of Energy.
● The international transportation business is included in the warehouse and distribution business, given the small number of operating sites.
● Although the overland transportation business is not under the Law Concerning the Rational Use of Energy, fuel, CO2 emissions and basic unit denominator were calculated for one of theCompany’s major trucking subsidiaries based on the standard in the Law Concerning the Rational Use of Energy● Business sites for the harbor transportation business were restricted to three places where the Company is in charge of transportation under the Law Concerning the Rational Use of Energy● For electricity usage and CO2 emissions, the reported amounts for the Company’s subsidiary in the logistics business (the one company under the Law Concerning the Rational Use of Energy)
were added.
● The CO2 emission volume was calculated based on the electricity, fuel and heat volume used under the guidelines of the Law Concerning the Rational Use of Energy.
● For water use, the volume of water used by the Company is indicated. The waste emission volume shows the volume of waste emitted by part of the Company (except the real estate business)
and a number of the Group companies.

Tokyo Metropolitan Environmental Security Ordinance Large
Unit: t-CO2
Scale Companies CO2 emissions

1,548
—
—
1,548

Number of respondents to information security questionnaire

2012

1,596
3,017
4,613

▶Fulfillment of Sincere and Fair Business Activities

16.1

2011

1,510
2,045
3,555

Trainings with lectures

60.2

0

2013 (Fiscal year)

1,261
—
1,261

Fiscal 2011
Fiscal 2012
Fiscal 2013
achievements achievements achievements(New employees, second-year employees, sixth-year
employees, middle-level staff, newly appointed
managerial section chiefs and general managers)

80.1

15

5
2011

75

Training concerning CSR and complianceand a review of the comprehension
In-house
Domestic group companies
Total
Group training concerning CSR
and compliance
In-house
Domestic group companies
Total

Number of persons participated in human rights enlightenment course for
Unit: persons
dissemination of employees’ awareness of human rights

Heat use (Heated water, cold water, vapor)

750

Fiscal 2011
Fiscal 2012
Fiscal 2013
achievements achievements achievements▶Respect for Human Rights

Fuel use (City gas, LP (Liquefied Petroleum) gas, kerosene, heavy oil, diesel oil, gasoline)

151.5

Number of persons participated in lectures and trainings aimed at disseminating the corporate
Unit: persons
philosophy and better understanding of CSR and compliance.

Fiscal 2011
Fiscal 2012
Fiscal 2013
achievements achievements achievements

Electricity use

160.0

Fiscal 2011
Fiscal 2012
Fiscal 2013
achievements achievements achievements
7
8
2
1
3
1
8
8
9
3
2
3
4
4
2
23
25
17

Number of persons participated in check aimed at dissemination
Unit: personsof awareness of compliance

Water use (water supply, sewage)916

Unit: case▶Organizational Governance

Environmental conservation data (by usage, by emission type)

878

Number of timely and appropriate news releases

KyushuFacility name

Aomi Warehouse No. 1
Daikoku Warehouse B
Yokohama
Daikoku Warehouse C
Kinjoh Warehouse
Nagoya Tobishima Warehouse
Honjoh Warehouse
Osaka Sakurajima Warehouse No. 1
Rokko Warehouse D
Kobe
Rokko Warehouse E
Chuo Futo Warehouse
Fukuoka
Tosu Warehouse

Year/month of
construction
1997.6
1988.1
1994.4
1994.5
2008.11
1992.1
1998.3
1988.1
1993.10
1995.10
2003.4

Area used fortransportation of
support/relief goods
1,000m2
1,000m2
1,000m2
1,000m2
1,000m2
1,000m2
1,000m2
1,000m2
1,000m2
1,000m2
1,000m2

Extended version▶Promotion of CSR

The following are some data related to the Environmental and Social Report 2014, which was collected at the end of fiscal 2013.

▶The environment

Logistics
Real Estate
IR
CSR
Other
Total

Environmental conservation activity data (by business)* Basic unit denominator (figures from Law Concerning the Rational Use of Energy, etc.) uses figure that have strong correlations with each business.
Unit

Warehousing and distribution
business

Basic unit denominator
CO2 emissions
CO2 emissions basic unit

Fiscal 2011

Fiscal 2012

Fiscal 2013

1,313

1,350

1,370

Thousand m2 <Floor area>
Thousand t-CO2

27.7

32.8

37.1

kg-CO2/m2

21.1

24.3

27.1

50

40

30

3.0

5.0

15.0

Thousand tons <Handling tons>

Harbor transportation business t-CO2
Overland transportation
business
Real estate business
CO2 emissions

kg-CO2/thousand tons

59.7

124.5

504.2

Million km <Total transportation distance>

4.3

3.7

3.9

Thousand t- CO2

3.9

3.3

3.6
921.1

kg- CO2/thousand km

901.0

896.7

Thousand m2 <Operational area>

633

635

684

Thousand t-CO2

29.4

35.0

41.4

kg-CO2/m2

46.5

55.1

60.4

Thousand t-CO2

61.0

71.1

82.0

Check on status of compliancewith Code of Conduct
In-house
Domestic group companies
Overseas group companies
Total(Thousand m3)
948
1,000

(Million kwh)
200

(Thousand GJ)
200(Thousand GJ)
100

131

131

136

145.3

150

500

100

100

50

250

50

50

25

0

2011

2012

2013 (Fiscal year)

0

2011

2012

2013 (Fiscal year)

150

0

2011

2012

CO2 emissions

Waste emissions (tons)

Waste emissions (m3)(Thousand t-CO2)
100(Thousand tons)
4(Thousand m3)
20

75

61.0

71.1

82.0

3

50

2

25

1

0

2011

2012

2013 (Fiscal year)

0

2.4

2.3

2.1

10

2012

2013 (Fiscal year)

0

52.7

2011

2012

2013 (Fiscal year)

Emissions standard Fiscal 2010 Fiscal 2011 Fiscal 2012
Tokyo Dia Buildings
33,531
36,062
31,661
29,593
Eitai Dia Building

10,132

7,400

5,558

5,836

2.3

Ohi Cold Storage Office
Total
Reduction

4,394
48,057

3,705
47,167890

3,645
40,864
7,193

3,645
39,074
8,093

1,444
2,952
—
4,396

1,433
2,938
72
4,443

106

113

49

Fiscal 2011
Fiscal 2012
Fiscal 2013
achievements achievements achievements
95
779
903
—
867
962
95
1,646
1,865

Fiscal 2011
Fiscal 2012
Fiscal 2013
achievements achievements achievements
First timeFirst timeThird time
1,450
1,398
4,312

In-house
Domestic group companies
Total▶Provision of Safe, Quality and Useful Services
Number of persons participated in joint training for earthquake measures

Execution period
Place
Number of participants(Unit: persons)Fiscal 2011
Fiscal 2012
Fiscal 2013
achievements achievements achievements
NovemberFebruary
February
2011
2013
2014
Head Office,Head Office,Head Office,Fukuoka Branch Yokohama Branch Kobe Branch
Around 30

Around 40

Around 60

Status of introducing electric cars

Support/relief goods logistics base facilities at a glance
Block

Tokai

Kinki
5

5

3

▶Coordination with Local Communities and International Society
Plastic bottle cap collection activity
Fiscal 2011
Fiscal 2012
Fiscal 2013
achievements achievements achievements
Number of bottle caps collected (Unit: caps)
375,324
465,024
346,671
Equivalent to polio vaccine (800
469.2
581.3
433.3
caps per person) (Unit: persons)Branch
Tokyo

Kanto

Fiscal 2009 Fiscal 2010 Fiscal 2011 Fiscal 2012 Fiscal 2013
4

133
44
177

Fiscal 2011
Fiscal 2012
Fiscal 2013
achievements achievements achievements
24
52
40

Number of questionnaires conducted
Number of respondents (Unit: persons)2013 (Fiscal year)

5

—
—
—

Number of persons participated in compliance lecture for the Act against
Unit: persons
Delay in Payment of Subcontract Proceeds, etc.

6.5

Total number ofcars introduced———

Number of persons participated in compliance lecture for
Unit: persons
prevention of insider tradingIn-house*Calculation standard● Volume related to electricity, fuel and heat uses, CO2 emissions and basic unit denominator from the warehousing and distribution business, the harbor transportation business and the realestate business are based on the reported values in the Company’s report based on the Law Concerning the Rational Use of Energy.
● The international transportation business is included in the warehouse and distribution business, given the small number of operating sites.
● Although the overland transportation business is not under the Law Concerning the Rational Use of Energy, fuel, CO2 emissions and basic unit denominator were calculated for one of theCompany’s major trucking subsidiaries based on the standard in the Law Concerning the Rational Use of Energy● Business sites for the harbor transportation business were restricted to three places where the Company is in charge of transportation under the Law Concerning the Rational Use of Energy● For electricity usage and CO2 emissions, the reported amounts for the Company’s subsidiary in the logistics business (the one company under the Law Concerning the Rational Use of Energy)
were added.
● The CO2 emission volume was calculated based on the electricity, fuel and heat volume used under the guidelines of the Law Concerning the Rational Use of Energy.
● For water use, the volume of water used by the Company is indicated. The waste emission volume shows the volume of waste emitted by part of the Company (except the real estate business)
and a number of the Group companies.

Tokyo Metropolitan Environmental Security Ordinance Large
Unit: t-CO2
Scale Companies CO2 emissions

1,548
—
—
1,548

Number of respondents to information security questionnaire

2012

1,596
3,017
4,613

▶Fulfillment of Sincere and Fair Business Activities

16.1

2011

1,510
2,045
3,555

Trainings with lectures

60.2

0

2013 (Fiscal year)

1,261
—
1,261

Fiscal 2011
Fiscal 2012
Fiscal 2013
achievements achievements achievements(New employees, second-year employees, sixth-year
employees, middle-level staff, newly appointed
managerial section chiefs and general managers)

80.1

15

5
2011

75

Training concerning CSR and complianceand a review of the comprehension
In-house
Domestic group companies
Total
Group training concerning CSR
and compliance
In-house
Domestic group companies
Total

Number of persons participated in human rights enlightenment course for
Unit: persons
dissemination of employees’ awareness of human rights

Heat use (Heated water, cold water, vapor)

750

Fiscal 2011
Fiscal 2012
Fiscal 2013
achievements achievements achievements▶Respect for Human Rights

Fuel use (City gas, LP (Liquefied Petroleum) gas, kerosene, heavy oil, diesel oil, gasoline)

151.5

Number of persons participated in lectures and trainings aimed at disseminating the corporate
Unit: persons
philosophy and better understanding of CSR and compliance.

Fiscal 2011
Fiscal 2012
Fiscal 2013
achievements achievements achievements

Electricity use

160.0

Fiscal 2011
Fiscal 2012
Fiscal 2013
achievements achievements achievements
7
8
2
1
3
1
8
8
9
3
2
3
4
4
2
23
25
17

Number of persons participated in check aimed at dissemination
Unit: personsof awareness of compliance

Water use (water supply, sewage)916

Unit: case▶Organizational Governance

Environmental conservation data (by usage, by emission type)

878

Number of timely and appropriate news releases

KyushuFacility name

Aomi Warehouse No. 1
Daikoku Warehouse B
Yokohama
Daikoku Warehouse C
Kinjoh Warehouse
Nagoya Tobishima Warehouse
Honjoh Warehouse
Osaka Sakurajima Warehouse No. 1
Rokko Warehouse D
Kobe
Rokko Warehouse E
Chuo Futo Warehouse
Fukuoka
Tosu Warehouse

Year/month of
construction
1997.6
1988.1
1994.4
1994.5
2008.11
1992.1
1998.3
1988.1
1993.10
1995.10
2003.4

Area used fortransportation of
support/relief goods
1,000m2
1,000m2
1,000m2
1,000m2
1,000m2
1,000m2
1,000m2
1,000m2
1,000m2
1,000m2
1,000m2